By Benjamin Engle
This two-part article was written in response to an email from alum Geoff Pietsch '59. He paid 900 dollars for tuition during his four years at Union and questioned the justification behind consistently rising rates of the college's tuition.
The Union College comprehensive fee will increase in the 2010-2011 fiscal year for the thirty-fifth consecutive year.
Up 3.75% from the current 2009-2010 fiscal year, the comprehensive fee, which includes the cost of tuition, room, board, student activity fee, and Minerva House fee, is scheduled to be $53,329 in 2010-2011. The 3.75% increase is the lowest increase in the comprehensive fee since the 2001-2002 fiscal year.
According to the National Center on Public Policy and Higher Education, college tuition and fees across the country from 1982 to 2007 increased 439% while the median income only rose by 147%. From 1982 to 2007, Union's comprehensive fee increased $17,219, almost a five-fold increase.
While the cost of college is increasing at a greater rate than the rate of inflation, Diane Blake, Vice President for Finance and Administration, believes that college tuition cannot be based on the Consumer Price Index (CPI) since institutions of higher education have their market baskets of goods are different. Instead, colleges are held to the Higher Education Price Index (HEPI).
According to Commonfund, the group that calculates the HEPI, "HEPI measures the average relative level in the prices of a fixed market basket of goods and services purchased by colleges and universities through current-fund educational and general expenditures." The HEPI is comprised of faculty, administrative, clerical, and service employees' salaries and benefits as well as miscellaneous services, supplies and materials, and utilities.
Meanwhile, the CPI, which is compiled by the U.S. Labor Department's Bureau of Labor Statistics, is a measure of the average change in prices over time in fixed basket of goods and services that people buy for day-to-day living. The CPI is made up of food, clothing, shelter, fuel, and transportation fees, among other services.
According to Blake, Union's comprehensive fee increases yearly despite departmental and administrative cuts since the various costs of labor make up almost half of Union's budget.
"We are a labor-intensive institution," Blake said. "We pride ourselves on our 10:1 faculty ratio. If we didn't maintain that ratio, Union wouldn't be the education you applied for."
Union takes pride in the quality of faculty that it hires. This goal, however, is an expensive one, since most of the faculty hold Ph.Ds or the highest academic certification in their field. Also, Graduate Assistants and Teaching Assistants do not teach classes at Union.
"[Students] come [to Union] because of the small class size, close interaction with professors, and classes taught solely by those with PhDs," Blake said. "We don't want to lay off faculty because we want to maintain our current ratio."
Despite the fact that faculty and staff salaries and benefits make up the greatest percentage of the annual budget, Blake admits that those emoployed by the college are underpaid.
"On average, the faculty [at Union] is not paid as well as those at our peer institutions," Blake said, "but it is part of the Strategic Plan to improve the situation."
The comprehensive fee that students pay continues to increase annually because traditional revenue sources for the college have decreased over the years.
"The full price is not the cost of a Union education," Blake added.
Benjamin Engle's coverage of rising tuition at Union will be continued next week in our 5/13 edition.
Originally published in Union's Concordy on May 6, 2010.
Showing posts with label Board of Trustees. Show all posts
Showing posts with label Board of Trustees. Show all posts
Friday, May 14, 2010
Thursday, April 29, 2010
Student Activity fee to increase
By Benjamin Engle
The Union College Board of Trustees is scheduled to meet during ReUnion weekend to approve the College's budget for the 2010-2011 fiscal year. However, in February 2010, for the second consecutive year, the Board of Trustees approved an increase in the comprehensive fee (tuition) to attend Union.
The comprehensive fee for the 2010-11 academic year will be $52,329, up from $50,439 in 2009-10, a difference of $1890 for an overall increase of approximately 3.7%. The Student Activity fee, which is included in the comprehensive fee, will also increase in the upcoming year.
According to Karen Chan '10,Student Forum Vice President of Finance, the Student Activity fee will increase from $336 in 2009-10 to $351 in 2010-11, an increase of $15. In 2009-10, Student Forum controlled a budget of approximately $672,000 and will increase to over $700,000 in 2010-11.
The Student Activity budget is funded through the Student Activity fee and is controlled by Student Forum, the overseeing student body of clubs and organizations on campus. Unlike Minerva House budgets, which have a flat fee and have not changed, the Student Activity fee is set to rise with tuition.
The Student Forum Finance Committee is responsible for asking club finance representatives for budget proposals and allocating money from the Student Activity budget for various clubs and events on campus.
"We like to give money for great ideas and events, but we have to make sure clubs and events are not exclusive," Chan said. "Everything is student run and organized for the student body."
As Vice President of Finance, Chan's goal has been to make the Student Forum budget process more understandable.
"My role is to make the budget process more transparent and to help make sure that events and clubs are beneficial to the community," Chan said.
During her tenure as Vice President, she has established mid-year evaluations for clubs to ensure that they are spending their money effectively and efficiently throughout the academic year.
While Chan did not want to release the specific budget analysis for the current fiscal year, most of the money allocated by Student Forum is for the social clubs, not the academic or intellectual organizations.
Even with the annual increase of the Student Activity budget, Student Forum allocates almost all the money in its budget for new clubs and events as well as to increase support for existing programs.
Of its budget during the 2009-10 academic year, Student Forum allocates the most money to SpringFest Committee and to U-Program Committee.
This year, SpringFest was allocated $90,000 and requested and was approved for an additional $20,000 for a total of $110,000 or 16.37% of the total Student Activity budget. U-Program, which offers programming numerous times each term, was allocated $100,000 in 2009-10 or 14.88% of the total Student Activity budget.
While Chan and the rest of the Student Forum Finance Committee carefully analyze the pros and cons of every club and organization on campus before allocating funding, Chan believes that Student Forum needs to be responsible when allocating student funds.
"I am pushing Student Forum to re-evaluate the Student Activity fee for 2011-2012," Chan said. "We can do many things, we can freeze [the fee] or we can have it raise with tuition during certain years."
Even though the Board of Trustees sets the comprehensive fee, neither the administration nor the Board of Trustees has told Student Forum what to do concerning their budget or the Student Activity fee. Class of 2012 Secretary/Treasurer Aaron Glosser '12 believes that Student Forum should look closely at the Student Activities fee.
"Student Forum tends to have a surplus at the end of every year. To freeze or lower the Student Activities fee will have little effect on students, and reduce the strain of college tuition for families," said Glosser. "I believe freezing the Student Activities fee is a good way to decrease the amount that tuition rises each year. Given the current economic turmoil, it is important for every department at Union to think about fiscal responsibility, including student activities."
While Glosser contends that Student Forum has a surplus at the end of each year, Chan believes that Student Activities needs the increase in revenue to meet the expectations that the student body has of the organization.
"Events such as SpringFest cost more to produce and big names are demanded," Chan said.
Additionally, Student Forum has supported a lot of new clubs and organizations on campus, such as Ski Club and Outing Club, and has them expand and plan new events.
Chan also suggested that the Student Activities fee keeps campus speakers, concerts, and club activities, such as bowling, either at no or low additional cost to students, which is part of the draw for many on campus.
Even though Student Forum tries to allocate money to groups that will help students expand their horizons and meet campus needs, they often turn down events because of cost or their overall value that they will bring to campus, such as not allocating money to bring comedian Bill Hader of Saturday Night Live and Superbad to campus.
On the other hand, Student Forum has also had to fund events and clubs that were in danger of being cut due to departmental cuts, such as the club hockey team and LobsterFest.
In previous years, LobsterFest was paid for by dining services. However, this year, LobsterFest costs between $15,000 and $20,000 and is paid for by Student Forum.
"People expect free trips, free SpringFest, but at some point we have to say no because we have to make due with what we have," Chan added.
Chan encourages students to attend Student Forum meetings and voice their opinions on campus topics. Every Student Forum meeting is open to the entire campus and are held in room 410 of the Reamer Campus Center on Tuesdays at 5 p.m.
"Student Forum needs to make students aware of the economic recession," Chan said. "We really need to think about proposals to see if an event is cost effective." While Chan believes that Student Forum needs to re-evaluate the Student Activity fee, she believes that the body is moving in a positive direction.
"Student Forum must draw attention to problems, which is not an overnight change because of campus demands and wants," Chan said. "There is more work to be done."
Originally published in Union's Concordy on 4/29/10
The Union College Board of Trustees is scheduled to meet during ReUnion weekend to approve the College's budget for the 2010-2011 fiscal year. However, in February 2010, for the second consecutive year, the Board of Trustees approved an increase in the comprehensive fee (tuition) to attend Union.
The comprehensive fee for the 2010-11 academic year will be $52,329, up from $50,439 in 2009-10, a difference of $1890 for an overall increase of approximately 3.7%. The Student Activity fee, which is included in the comprehensive fee, will also increase in the upcoming year.
According to Karen Chan '10,Student Forum Vice President of Finance, the Student Activity fee will increase from $336 in 2009-10 to $351 in 2010-11, an increase of $15. In 2009-10, Student Forum controlled a budget of approximately $672,000 and will increase to over $700,000 in 2010-11.
The Student Activity budget is funded through the Student Activity fee and is controlled by Student Forum, the overseeing student body of clubs and organizations on campus. Unlike Minerva House budgets, which have a flat fee and have not changed, the Student Activity fee is set to rise with tuition.
The Student Forum Finance Committee is responsible for asking club finance representatives for budget proposals and allocating money from the Student Activity budget for various clubs and events on campus.
"We like to give money for great ideas and events, but we have to make sure clubs and events are not exclusive," Chan said. "Everything is student run and organized for the student body."
As Vice President of Finance, Chan's goal has been to make the Student Forum budget process more understandable.
"My role is to make the budget process more transparent and to help make sure that events and clubs are beneficial to the community," Chan said.
During her tenure as Vice President, she has established mid-year evaluations for clubs to ensure that they are spending their money effectively and efficiently throughout the academic year.
While Chan did not want to release the specific budget analysis for the current fiscal year, most of the money allocated by Student Forum is for the social clubs, not the academic or intellectual organizations.
Even with the annual increase of the Student Activity budget, Student Forum allocates almost all the money in its budget for new clubs and events as well as to increase support for existing programs.
Of its budget during the 2009-10 academic year, Student Forum allocates the most money to SpringFest Committee and to U-Program Committee.
This year, SpringFest was allocated $90,000 and requested and was approved for an additional $20,000 for a total of $110,000 or 16.37% of the total Student Activity budget. U-Program, which offers programming numerous times each term, was allocated $100,000 in 2009-10 or 14.88% of the total Student Activity budget.
While Chan and the rest of the Student Forum Finance Committee carefully analyze the pros and cons of every club and organization on campus before allocating funding, Chan believes that Student Forum needs to be responsible when allocating student funds.
"I am pushing Student Forum to re-evaluate the Student Activity fee for 2011-2012," Chan said. "We can do many things, we can freeze [the fee] or we can have it raise with tuition during certain years."
Even though the Board of Trustees sets the comprehensive fee, neither the administration nor the Board of Trustees has told Student Forum what to do concerning their budget or the Student Activity fee. Class of 2012 Secretary/Treasurer Aaron Glosser '12 believes that Student Forum should look closely at the Student Activities fee.
"Student Forum tends to have a surplus at the end of every year. To freeze or lower the Student Activities fee will have little effect on students, and reduce the strain of college tuition for families," said Glosser. "I believe freezing the Student Activities fee is a good way to decrease the amount that tuition rises each year. Given the current economic turmoil, it is important for every department at Union to think about fiscal responsibility, including student activities."
While Glosser contends that Student Forum has a surplus at the end of each year, Chan believes that Student Activities needs the increase in revenue to meet the expectations that the student body has of the organization.
"Events such as SpringFest cost more to produce and big names are demanded," Chan said.
Additionally, Student Forum has supported a lot of new clubs and organizations on campus, such as Ski Club and Outing Club, and has them expand and plan new events.
Chan also suggested that the Student Activities fee keeps campus speakers, concerts, and club activities, such as bowling, either at no or low additional cost to students, which is part of the draw for many on campus.
Even though Student Forum tries to allocate money to groups that will help students expand their horizons and meet campus needs, they often turn down events because of cost or their overall value that they will bring to campus, such as not allocating money to bring comedian Bill Hader of Saturday Night Live and Superbad to campus.
On the other hand, Student Forum has also had to fund events and clubs that were in danger of being cut due to departmental cuts, such as the club hockey team and LobsterFest.
In previous years, LobsterFest was paid for by dining services. However, this year, LobsterFest costs between $15,000 and $20,000 and is paid for by Student Forum.
"People expect free trips, free SpringFest, but at some point we have to say no because we have to make due with what we have," Chan added.
Chan encourages students to attend Student Forum meetings and voice their opinions on campus topics. Every Student Forum meeting is open to the entire campus and are held in room 410 of the Reamer Campus Center on Tuesdays at 5 p.m.
"Student Forum needs to make students aware of the economic recession," Chan said. "We really need to think about proposals to see if an event is cost effective." While Chan believes that Student Forum needs to re-evaluate the Student Activity fee, she believes that the body is moving in a positive direction.
"Student Forum must draw attention to problems, which is not an overnight change because of campus demands and wants," Chan said. "There is more work to be done."
Originally published in Union's Concordy on 4/29/10
Sunday, November 1, 2009
Shaping the future for U: The administration's big plans for change in the coming years
By Benjamin Engle
In the spring of 2006, Union College was determined to develop a document to define a vision and direction for the College. The finalized document, "A Strategic Plan for Union College," was affirmed by the Board of Trustees at their February 2007 meeting.
According to President Stephen Ainlay's letter that prefaced the Plan, this program "can serve to unify us further, giver coherence to our educational mission, point to elements that differentiate us, and move us into the future."
The origins of the Strategic Plan came about in 2006 when a planning group made up of representatives of the trustees, administration, faculty, students and alumni began collecting information about Union's environment and opinions from the campus community regarding the College's strengths, weaknesses, opportunities and threats. After identifying the issues surrounding the College, the planning group created possible strategies to address those questions.
The questions that the planning group faced are reflected in the Strategic Plan through the document's structure. The Plan is comprised of six elements, three of which are "foundational" and three of which are "differentiators."
"All of these elements are important to our future. They were when we drafted the plan and they remain so today," Ainlay said. "Each foundational and differentiating element has a number of sub-elements that give specificity to the plan."
Foundational elements are considered by the College to be important to the foundation of any effective liberal arts institution of Union's caliber. The Plan defines the foundational elements to be academic quality, an optimal learning environment and the wise stewardship of resources.
The issue of academic quality is to formulate strategies to maintain the College's academic strengths while addressing areas that need improvement. The Plan's goal in this subject is to maintain the foundation of Union's identity, "Our goal is to educate intellectually engaged, innovative, and open-minded citizens of the world, who will, as Eliphalet Nott urged, carry their humanity with them into that world."
Through an optimal learning environment, the Plan's goal is to develop a "Union of people and ideas" where members of the campus community will value inclusiveness and have concern for the well-being of others. Additionally, the Plan states that in order to achieve this "more perfect Union," the College must preserve and enhance its resources.
Elements that are differentiators are core aspects that set the College apart from other schools and give it its own identity. The differentiators are "we are small yet global and diverse," "we are committer to integrating engineering with the liberal arts," and "we are about innovation inspired by our historic past."
"The differentiators are aimed at drawing attention to things that make us distinctive among our peers," Ainlay explained. "I like it that the differentiators all involve a tension. This creative tension is part of what makes Union an exciting place to work and study."
While it has been almost three years since the Board of Trustees affirmed the Strategic Plan, the document continues to be the guiding force behind the future of Union College.
"The Plan was never intended to be 'placed on a shelf' when it was completed," said Ainlay, "Instead, it was intended to be a living document that guided the practices of the College. I'm pleased to say it does just that."
Currently, the College uses the Plan as a guide when making decisions about general college planning as well as practices determined in the various committees that meet on campus. Additionally, the Strategic Plan is a guide for setting specific goals for College fundraising and campus-wide initiatives.
In addition to students and faculty working to use the Strategic Plan as a guide for the future, the Board of Trustees understands the importance of having the Plan on campus as a living document.
"The Board continues to focus on implementation," said Board of Trustees Chair Frank L. Messa '73, "At every Board meeting some component of the Strategic Plan is highlighted for analysis and discussion at the full Board meeting."
Some goals that have been implemented as a result of the Strategic Plan include the general improvement of the Becker Career Center, establishing the Office of Minerva Programs, and obtained New York State approval for several new and existing interdisciplinary programs including Asian Studies (formerly East Asian Studies), Bioengineering, Environmental Policy, Environmental Science, and added the Computational track in Neuroscience.
As a result of the new and improved Environmental Policy and Environmental Science majors, the Plan helped improve campus sustainability and the protection of natural resources. Through this initiative, the College has created U-Sustain, a campus committee of students, staff, and faculty to identify sustainable priorities for Union. The initiative also led to the establishment of Presidential Green Grants that has supported eco-friendly projects including the expansion of the Octopus' Organic Garden (across from Golub House), support for the construction of the Straw Bale house in Octopus' Garden, an energy audit of Golub House and Fox Hall, as well as other student and faculty-driven initiatives.
Additionally, the College has used the Plan to guide itself through the economic downturn.
"The Plan has become even more important in the face of the economic crisis that has gripped the world generally and higher education specifically," Ainlay said, "We refer to the plan frequently when discussing cost-saving initiatives. We are careful not to make any decisions that would compromise the aims of the Strategic Plan."
Union has also used the Strategic Plan to create a more diverse campus atmosphere, which is evident in the fact that the Class of 2013 is the most diverse in the College's history.
"The Plan's emphasis on diversity led to the creation of a multi-faith prayer and meditation room, the appointment of the Senior Director for Campus Diversity and Affirmative Action, and the appointment of the Director of Multicultural Affairs and her office in the Reamer Campus Center," added Ainlay.
Another example of the Strategic Plan's impact on Union can be seen through work done by the College on facilities. The Plan is guiding the College on how to improve the Campus while maintaining architect Joseph Ramée's original plan.
"Under the element 'wise stewardship of resources' the plan talks about preserving our historic campus and reinvesting in facilities to ensure they support our academic objectives," Ainlay stated. "This led us to plan the new Peter Irving Wold Center for Science and Engineering. Consistent with the plan, we will renew and renovate a number of other buildings on campus over the next few years."
As the College looks towards the future, the Strategic Plan remains an important tool for improving all aspects of Union.
"We have made significant progress on every one of the foundational and differentiating elements. In fact, I ask each one of my Vice Presidents to report activities aimed at advancing the Strategic Plan and I, in turn, report these to the Board of Trustees which remains very supportive of the Plan and the direction articulated within the Plan," Ainlay said. "I, like the Board, believe the Plan has it right. These are the elements we need to pursue to make Union the place we want it to be and to make Union a destination of choice for students."
"We have accomplished much, even in the face of economic challenges, but there is much more work to be done," Ainlay added. "The Strategic Plan will continue to direct us as we move ahead."
Originally published in Union's Concordy on 10/29/09
In the spring of 2006, Union College was determined to develop a document to define a vision and direction for the College. The finalized document, "A Strategic Plan for Union College," was affirmed by the Board of Trustees at their February 2007 meeting.
According to President Stephen Ainlay's letter that prefaced the Plan, this program "can serve to unify us further, giver coherence to our educational mission, point to elements that differentiate us, and move us into the future."
The origins of the Strategic Plan came about in 2006 when a planning group made up of representatives of the trustees, administration, faculty, students and alumni began collecting information about Union's environment and opinions from the campus community regarding the College's strengths, weaknesses, opportunities and threats. After identifying the issues surrounding the College, the planning group created possible strategies to address those questions.
The questions that the planning group faced are reflected in the Strategic Plan through the document's structure. The Plan is comprised of six elements, three of which are "foundational" and three of which are "differentiators."
"All of these elements are important to our future. They were when we drafted the plan and they remain so today," Ainlay said. "Each foundational and differentiating element has a number of sub-elements that give specificity to the plan."
Foundational elements are considered by the College to be important to the foundation of any effective liberal arts institution of Union's caliber. The Plan defines the foundational elements to be academic quality, an optimal learning environment and the wise stewardship of resources.
The issue of academic quality is to formulate strategies to maintain the College's academic strengths while addressing areas that need improvement. The Plan's goal in this subject is to maintain the foundation of Union's identity, "Our goal is to educate intellectually engaged, innovative, and open-minded citizens of the world, who will, as Eliphalet Nott urged, carry their humanity with them into that world."
Through an optimal learning environment, the Plan's goal is to develop a "Union of people and ideas" where members of the campus community will value inclusiveness and have concern for the well-being of others. Additionally, the Plan states that in order to achieve this "more perfect Union," the College must preserve and enhance its resources.
Elements that are differentiators are core aspects that set the College apart from other schools and give it its own identity. The differentiators are "we are small yet global and diverse," "we are committer to integrating engineering with the liberal arts," and "we are about innovation inspired by our historic past."
"The differentiators are aimed at drawing attention to things that make us distinctive among our peers," Ainlay explained. "I like it that the differentiators all involve a tension. This creative tension is part of what makes Union an exciting place to work and study."
While it has been almost three years since the Board of Trustees affirmed the Strategic Plan, the document continues to be the guiding force behind the future of Union College.
"The Plan was never intended to be 'placed on a shelf' when it was completed," said Ainlay, "Instead, it was intended to be a living document that guided the practices of the College. I'm pleased to say it does just that."
Currently, the College uses the Plan as a guide when making decisions about general college planning as well as practices determined in the various committees that meet on campus. Additionally, the Strategic Plan is a guide for setting specific goals for College fundraising and campus-wide initiatives.
In addition to students and faculty working to use the Strategic Plan as a guide for the future, the Board of Trustees understands the importance of having the Plan on campus as a living document.
"The Board continues to focus on implementation," said Board of Trustees Chair Frank L. Messa '73, "At every Board meeting some component of the Strategic Plan is highlighted for analysis and discussion at the full Board meeting."
Some goals that have been implemented as a result of the Strategic Plan include the general improvement of the Becker Career Center, establishing the Office of Minerva Programs, and obtained New York State approval for several new and existing interdisciplinary programs including Asian Studies (formerly East Asian Studies), Bioengineering, Environmental Policy, Environmental Science, and added the Computational track in Neuroscience.
As a result of the new and improved Environmental Policy and Environmental Science majors, the Plan helped improve campus sustainability and the protection of natural resources. Through this initiative, the College has created U-Sustain, a campus committee of students, staff, and faculty to identify sustainable priorities for Union. The initiative also led to the establishment of Presidential Green Grants that has supported eco-friendly projects including the expansion of the Octopus' Organic Garden (across from Golub House), support for the construction of the Straw Bale house in Octopus' Garden, an energy audit of Golub House and Fox Hall, as well as other student and faculty-driven initiatives.
Additionally, the College has used the Plan to guide itself through the economic downturn.
"The Plan has become even more important in the face of the economic crisis that has gripped the world generally and higher education specifically," Ainlay said, "We refer to the plan frequently when discussing cost-saving initiatives. We are careful not to make any decisions that would compromise the aims of the Strategic Plan."
Union has also used the Strategic Plan to create a more diverse campus atmosphere, which is evident in the fact that the Class of 2013 is the most diverse in the College's history.
"The Plan's emphasis on diversity led to the creation of a multi-faith prayer and meditation room, the appointment of the Senior Director for Campus Diversity and Affirmative Action, and the appointment of the Director of Multicultural Affairs and her office in the Reamer Campus Center," added Ainlay.
Another example of the Strategic Plan's impact on Union can be seen through work done by the College on facilities. The Plan is guiding the College on how to improve the Campus while maintaining architect Joseph Ramée's original plan.
"Under the element 'wise stewardship of resources' the plan talks about preserving our historic campus and reinvesting in facilities to ensure they support our academic objectives," Ainlay stated. "This led us to plan the new Peter Irving Wold Center for Science and Engineering. Consistent with the plan, we will renew and renovate a number of other buildings on campus over the next few years."
As the College looks towards the future, the Strategic Plan remains an important tool for improving all aspects of Union.
"We have made significant progress on every one of the foundational and differentiating elements. In fact, I ask each one of my Vice Presidents to report activities aimed at advancing the Strategic Plan and I, in turn, report these to the Board of Trustees which remains very supportive of the Plan and the direction articulated within the Plan," Ainlay said. "I, like the Board, believe the Plan has it right. These are the elements we need to pursue to make Union the place we want it to be and to make Union a destination of choice for students."
"We have accomplished much, even in the face of economic challenges, but there is much more work to be done," Ainlay added. "The Strategic Plan will continue to direct us as we move ahead."
Originally published in Union's Concordy on 10/29/09
Subscribe to:
Posts (Atom)
Posts
