Standard 6: Unit Governance and Resources
The unit has the leadership, authority, budget, personnel, facilities, and resources, including information technology resources, for the preparation of candidates to meet professional, state, and institutional standards.
Evidence for the Onsite BOE Team to validate during the onsite visit
1) Comparability of the Differential Staffing and Workload policy across the four colleges in the Professional Education Unit. Does this policy impact only faculty in the College of Education and Behavioral Sciences?
The Differential Staffing and Workload Plan only impacts faculty in the College of Education and Behavioral Sciences. However, the Deans from different colleges are discussing such an issue in the Academic Council meetings.
Deans and faculty from across the campus are working to simplify the faculty classification system. This will have implications for workload and will standardize and provide better guideposts for the different types of faculty (e.g., professorial ranks and instructional lines).
2) Status of budget in light of economic conditions in the state. What plans have been developed in case of continuing economic problems?
Current UNC budget communications from the Office of the President, current financial matters presentations, and news releases regarding UNC budget and plans of actions can be found under the Financial Matters tab under the Office of the President website.
UNC has also developed two financial planning scenarios to illustrate the interrelated effects of various strategies. A Financial Planning Report on the status of budget in light of economic conditions in the state has been written and disseminated to the UNC community.
In addition, administrators at UNC have continued to encourage faculty to create new programs, focus on recruitment, conduct capacity analysis, and seek efficiencies in class size.
3) Evaluations and rewards of instructors in branch campuses. Are these policies and procedures the same as for main campus faculty? What is the policy?
The evaluations and rewards policies and procedures of instructors at the off-site locations are the same as for main campus faculty. As mandated by Part 8 of the UNC Board Policy Manual the Unit employs an extensive and systematic annual and comprehensive/post-tenure evaluation procedure that includes processes for the ongoing review of faculty teaching, scholarship, and service productivity and quality.
The issues regarding evaluations and rewards of instructors in branch campuses are also addressed in “The Higher Learning Commission Multi-Site Report” in May 2010. The reviewer, Jo Lynn Autry Digranes, from the Higher Learning Commission, has filled out the “Multi-Site Visit Form” and indicated that the institution has demonstrated appropriate academic control; regular evaluation by the institution of its sites; a pattern of adequate faculty, facilities, resources, and academic/support systems; financial stability; and long-range planning for future expansion.
4) Status of the Education Innovation Institute that was established in 2008-2009.
The Education Innovation Institute was mentioned in UNC President Kay Norton’s State of the University Address on August 24, 2009. The search for Founding Executive Director of Education Innovation Institute is underway and the position was advertised in September 2010.
An external consultant has conducted a needs analysis for the Education Innovation Institute. This report indicates that the Institute has strong potential to be a leader in education in the nation if it is structured properly and the right person is hired into a leadership role. The position for institute Director has been advertised and applications are being accepted.
In addition, a meeting about the Education Innovation Institute that involves the university president, the provost, and the deans from different colleges had taken place in September 2010 to discuss the following items:
- Educational Innovation Institute: Logic Model
- Suggestions for possible candidates for the Executive Director position
- Ideas on how the research base of the Institute can benefit from our existing research efforts
- Advice on members of a National Advisory Board
- Recommendations for Research Fellows
5) Programs not located in CEBS. How does the unit ensure that these programs adhere to policies derived in the CEBS?
6) Facilities, including budget, technology and library access, at branch campuses? How do these resources compare with the main campus?
The facilities, including budget, technology and library access in branch campuses are very similar with the facilities on the main campus. These issues are addressed in “The Higher Learning Commission Multi-Site Report” in May 2010. The reviewer, Jo Lynn Autry Digranes, from the Higher Learning Commission, has completed the “Multi-Site Visit Form” and indicated that the institution has demonstrated appropriate academic control; regular evaluation by the institution of its sites; a pattern of adequate faculty, facilities, resources, and academic/support systems; financial stability; and long-range planning for future expansion.