Indiana University Purdue University Indianapolis
Faculty Council Minutes: October 4, 2001
Law School Moot Court Room (IH 100): 3:30 - 5:30 p.m.
Attendance Record and Original Agenda follow Adjournment as Attachments.
Agenda Item I: Call to Order: Mary Fisher (IUPUI Faculty Vice-President)! Fisher called the meeting to order at 3:32 pm.
Agenda Item II: Adoption of the Order of Business for the Day. The agenda was adopted as the order of business for the day except that item VIII (Update on Housing and Campus Center) was removed and moved to the November 1st meeting because Whitney was ill.
Agenda Item III: Memorial Resolution for Associate Professor Karen Cobb of Nursing and Director of the Center for Excellence in Teaching. Everyone stood for a moment of silence.
Agenda Item IV: Update (not ready) on Minutes for 5 April 2001 and 3 May 2001 and 6 September 2001 (posted when ready for approval on web at http://www.iupui.edu/!fcouncil/minutes/fc010405html.htm and http://www.iupui.edu/~fcouncil/minutes/fc010503html.htm and http://www.iupui.edu/~fcouncil/minutes/fc010906html.htm ). No minutes were yet ready for approval.
Agenda Item V: Chancellor's Report: Gerald Bepko (IUPUI Chancellor & IU Vice-President, 4-4417, email@example.com). Bepko acknowledged the new FC home at the magnificent Inlow Hall and thanked Dean Lefstein and the other Law faculty present for their hospitality. Noting that work was still needed on the acoustics [laughter], the house that Norm built or Chez Lefstein [laughter] suggests a great future for the school, the FC, and the campus.
Three committees are currently being appointed for the administrative reviews of Dean Plater (chaired by Lynda Means of Medicine), Dean Sothmann (chaired by Dean Goldblatt), and Dean Bippen (chaired by Gary Felsten).
Last, noting that item X on the agenda (SAHS reorganization plan) is very important, Bepko contended that the IUPUI faculty are the best at some of the many things they do, including specific programs, the education their students receive, the creation of new knowledge, and being a model urban environment for education in the 21st century, but, best of all, IUPUI faculty are at their best with the decision-making process. A decision must be made this year by the academic community, and the process for making that decision will be a model including collegial discussion and the campus culture (which cares for people). There may be disagreement but the IUPUI faculty will remain proud of the process and thereby the conclusion reached.
Agenda Item VI: President's Report: Paul Galanti (IUPUI Faculty President & UFC Co-Secretary, 4-4995, firstname.lastname@example.org). Galanti reported the IU Board of Trustees adopted the Domestic Partners Benefits proposal at its September meeting, but only for same sex partners. They charged the Human Resources Administration to look into the costs of extending the benefit to opposite sex partners. Dan Rives (IU Benefits Director) will be in charge of this as well as the implementation of the policy, including for example the necessary work with the healthcare providers regarding policy changes. Galanti promised to keep the FC apprised of the matter.
The UFC (University
Faculty Council) met at IUPUI this past Tuesday (October 2nd), and
as is typical for its October meeting, the bulk of the meeting consisted of the
mandatory face-to-face meeting of its standing committees to get to know each
other and to discuss the agenda issues for the year. The UFC Technology
Policies Standing Committee is working with McRobbie’s office (UITS) to
showcase tele-conferencing capacities for UFC members from their desktops. If
successful, IU faculty members will not have to drive from
Another UFC matter, Master Course Inventory and the second phase of Inter-Campus Transfer (300-400 level courses, following last year’s 100-200 level), is being worked on by the UFC Educational Policies Standing Committee. He again promised to keep the FC apprised of this effort to bring rationality into a very confusing process.
Last, Galanti took the opportunity to thank the campus leadership for its good work preparing us for what might come and informing us on what has happened with regard to September 11th, a date we will all always remember. We all need education on these matters and the Chancellor has appointed a Coordinating Committee chaired by Kelly Young to oversee forums on topics such as why some peoples hate us. The committee will be meeting again this coming Monday (October 8).
) (slate first presented at FC010906; ballots
distributed at meeting). Helped by Andres, Baldwin, and Goodwin, Vermette noted the attached slate
and distributed the ballots to voting members of the FC. Near the end of the
meeting, she reported that 78 ballots were cast and Carol Gardner was elected.
Zwirn seconded the motion by Eckerman to destroy the ballots and keep the tally
sheet in the FC office. Motion carried.
Agenda Item VIII: Update on Student Housing and the
Agenda Item IX: Update on Peoplesoft (SIS & HRMS) and Enrollment Services – Laurie Sullivan (UITS, 5-7280, email@example.com) [INFORMATION ITEM: 5 Minute Time Limit]. Asked by Dean Plater to provide the FC with a brief update of the work with PeopleSoft, Sullivan reported that the admissions module of the Student Information Systems (SIS) project will be completed on October 29th, providing functionality for: processing undergraduate contact and recruitment; application evaluation for undergraduates, graduates, international students, and professors; self-service requesting of information on programs; web-based admissions applications (using the ApplyYourself vendor); data available for the IU Information Environment at the end of each month on contacts, recruitments, and applications. Benefits from the module include the functionality to: track applicants and evaluate their quality; automate and streamline data collection, including from prospective applicants; evaluate effectiveness of recruitment strategies of admissions offices; and improve yield rates for students thereby increasing enrollments. Every instance of an ACT, SAT, and Toefl test score is loaded into Psoft using an automated web-based encrypted process, and in the future GRE, GMAT, and LSAT will be included. The new web-based admissions application process will be utilized by the Graduate and Professional Schools and accessed through the IU Information Environment, replacing the previous IU graduate data sheets with regard to collecting applicant information and application fee data. One remaining issue is the fact that admissions data will reside in legacy form on the mainframe as well as in the form of PeopleSoft data, so descriptions of programs, schools, and majors will consist of two sets of codes until all other student systems (such as FA, SR, and SF) are also converted to PeopleSoft, planning efforts for which are already underway. There were no questions for Sullivan from the FC.
Agenda Item X: Discussion of the Proposed SAHS Reorganization Plan (required by the Policy on “Program Transfer, Merger, Reorganization, Reduction, and Elimination,” online at http://www.iupui.edu/~fcouncil/documents/transfermergerdocumentfc990401html.html ) – IUPUI Faculty Council Executive Committee (key documents emailed separately) [DISCUSSION ITEM: One Hour Twenty Minute Time Limit]: Fisher referred to the timeline distributed at the September FC meeting, the policy in effect (see URL), her presentation momentarily on the background of this issue, and then the agenda with short presentations by Sothmann, Means, Hernandez, and Galanti. Galanti would then preside over the question and discussion session.
Agenda Item X.A: Orientation: the History & Facts – Mary Fisher (Member of the SAHS External Advisory Committee & Executive Committee Spokesperson). Fisher reported that Sothmann announced the SAHS financial difficulties in the summer of 2000, due in part to the Clarian merger, the new healthcare environment including changes in reimbursement procedures, the decrease in SAHS enrollments, the decrease in state appropriations accompanied by an increase in tax assessments, the necessary renovation of the facilities due to Physical Therapy (PT) accreditation, and the transition of PT to a graduate program. Steps were then taken including low salary increases for faculty, reduction of staff, limited supplies and equipment budgets, the development of several economic model scenarios, the appointment of a committee to investigate the matter, an official request to the campus for the needed $.5 million (which was denied), and then in January of 2001 the request by Sothmann for an External Advisory Committee (which Trudy Banta chaired and which Fisher was a member of). That committee presented its report to Sothmann in May and Sothmann presented his preliminary plan to the SAHS faculty in June. Over the summer the SAHS faculty worked on a response that was distributed September 7th. One week later, Sothmann presented his revised plan to the IUPUI Faculty Council Executive Committee (FE) and the SAHS faculty. The timeline for these events then was developed. The FE met with the SAHS faculty on September 20th and distributed their report on September 28th. Attached to the FC agenda is an executive summary of Sothmann’s revised plan, the report from the FE, a memo from Sothmann to Brater on the FE report, a memo from Brater to Bepko on the FE report, and a final memo from the FE restating its position. Sothmann will now present a short summary of his plan, Means (standing in for Brater) will present the position of the School of Medicine (SOM), Hernandez will present the SAHS faculty response, Galanti will present the findings and recommendations of the FE, and then the floor will be opened for questions and discussion.
Agenda Item X.B: The Proposed SAHS Reorganization Plan – Mark Sothmann (Dean of SAHS, 4-4704, firstname.lastname@example.org). Sothmann displayed a PowerPoint presentation and distributed copies of his fifteen slides. As part of the historical perspective, Sothmann pointed out that RCM (Responsibility Centered Management) was implemented at IUPUI in 1989 and that the School of Allied Health Sciences (SAHS) became a part of the School of Medicine (SOM) in 1991. The years 1993-95 were a period of expansion wherein the SAHS picked up seven additional programs and twenty-two faculty. He then addressed the development of the problem during 1995-2000. The erosion of the base ($459,864) during this time was due to the hospital consolidation (Clarian), modest state appropriations, and salary increases. During 1999-2001 there was a tuition loss of $595,568. The problem became apparent when a base deficit of $650,663 was projected for the period 2005-06. A sequence of corrective measures ensued: an economic model for the SAHS was constructed (fall of 1999), an ad hoc economic modeling committee studied the situation (June-November of 2000), and financial difficulties were declared (December of 2000). An External Advisory Committee studied the situation (January-May of 2001), and a preliminary academic and budgetary plan was begun (June of 2001) including the collection of feedback. The SAHS Executive Committee worked on the plan (June-September 7 of 2001) and then it was finalized (September 14, 2001).
There is a consensus that the SAHS has a budgetary problem that will require a minimum base infusion of $500,000, and also that differentiating between allied health programs on quality and value was not feasible because there are too many invested constituencies. There are also the following compelling constraints: uniform academic quality and value, budgetary deficits, no base infusion, program operating costs due to accreditation, and campus-based tenure (the cost of tenured faculty is $2,246,637 but the net free appropriations are only $2,130,754).
“The Plan” recommends that all (campus-based) tenured faculty be funded with net state appropriations, and that selected programs be moved (or returned) to SOM departments and housed there along with their accompanying base funding. Three SAHS programs (the BS in Cytotechnology, the BS in Clinical Laboratory Science, and the AS Certificate in Histotechnology) will move to the SOM Department of Pathology and Laboratory Medicine. One program (the AS in Paramedic Science) will move to the Department of Emergency Medicine. Four programs (the AS in Radiography, the BS in Medical Imaging, the BS in Nuclear Medicine, and the BS in Radiation Therapy) will move to the Department of Radiology. One program (the BS in Respiratory Therapy) will move to the Department of Anesthesia. Four other programs (the BS in Health Information Administration, the BS in Health Sciences Education, the BS in Occupational Therapy, and the MS in Health Sciences Education) will be discontinued. The other programs (the MS in Nutrition and Dietetics, the Post-Baccalaureate Certificate in Dietetics, the Leadership Fellowship in Pediatric Nutrition, the MS in Therapeutic Outcomes Research, the Post-Baccalaureate Certificate in Therapeutic Outcomes Assessment, and the Doctor of Physical Therapy) will be retained and developed (by 2005-06) in a restructured SAHS focused on graduate professional education in the therapeutic sciences.
The plan is driven by two compelling themes: the dominance of graduate professional education, which is driven by accreditation, and the lack of resources to move both Physical Therapy (PT) and Occupational Therapy (OT) to graduate education. The rationale for PT instead of OT is that there are three core tenured faculty members with PT but only one with OT, the Indiana Commission for Higher Education (ICHE) has approved PT for graduate professional education but not OT, and the PT program here is the only one at a public university while OT is offered an another public institution. The plan is also driven by four constraints: the lack of a $500,000 base infusion, the lack of any substantive and dedicated hospital support, the lack of any change in campus-based tenure, and the lack of any other units agreeing to pick up the OT or Hospital Information Administration programs.
The challenge facing IUPUI is to change the constraints or make the existing plan (which preserves the salaries of twenty-five faculty members, still offers fifteen of the nineteen degrees, and is supported by twelve of the fifteen programs insofar as the plan applies to that program) better, while remaining focused on the mission to become a health school for the graduate therapeutic sciences.
Agenda Item X.C: Medicine and the Allied Health Sciences – Lynda Means (Executive Associate Dean for Academic Affairs, 4-7108, email@example.com, and alternate for Medicine Dean D. Craig Brater, 630-8795, firstname.lastname@example.org). Speaking for Brater, Means explained that the SOM tried hard to work with the SAHS so as to save those programs that fit SOM departments, but emphasized that the SOM cannot reabsorb the SAHS due to financial constraints.
Thank you for the opportunity to address the issues facing the School of Allied Health Sciences. It is my intent to present the SAHS faculty perspectives on Dean Sothmann’s Academic and Budgetary Plan. Although the SAHS faculty were informed that the school was facing financial difficulty, the extent of the plan that Dean Sothmann has proposed to address the problem caught many by surprise. The complete reconfiguration of the school marks a significant change in the mission and vision of the school (*included at the end of this statement), a change not made or recommended by the faculty through a thoughtful deliberative process. It is the opinion of the faculty that the proposal substantially negates the school’s current mission to meet “the needs of the people of the state of Indiana” and that the school can no longer have a vision of “providing a comprehensive array of health care professionals.” In the faculty response to Dean Sothmann’s preliminary plan, 12 of the 15 programs in the school expressed at least some degree of support for the plan. It should be noted, however, that this support was limited to the impact that the plan had on the individual program and did not signal complete agreement with the plan.
The concerns expressed by the SAHS faculty fall into three broad themes. The first theme relates to university and policy issues. The second area encompasses the assumptions driving the plan and the economic modeling on which the plan is predicated. The third major theme concerns the many unanswered questions that may block the smooth transfer of programs or limit the success of the reorganized school if the proposed plan is implemented.
University and Policy Issues. The School
of Allied Health Sciences has a “system school” designation. It is unclear if this
designation has any bearing or meaning with regard to the restructuring or if
the dean attempted to explore university resources that might be available for
that responsibility. Except in an apparent last minute recommendation to
relinquish the system responsibility, the issue was not addressed by the
proposed plan. The majority of health care services provided to patients today
come from non-physician allied health professionals. The allied health
disciplines in the school are, for the most part, the mainstream disciplines
needed to provide quality health care. For over fifty years, the citizens of
the state have relied upon the Indiana University allied health programs to
provide Indiana with these health care professionals. The establishment of the SAHS
was a coordinated effort by the university to meet this responsibility and
signaled that quality health care is a priority. Although the magnitude is not
known at this time, the SAHS faculty expect that the
loss of the school will have repercussions throughout the
Also at issue is the usage of the IUPUI Policy on Transfer, Merger, Reorganization, Reduction, and Elimination of Academic Programs (IUPUI Policy). SAHS faculty who served on the IUPUI Faculty Council at the time of its adoption indicate that the IUPUI Policy was intended to deal with program level changes rather than significant changes that restructure an entire school. However, regardless of the policy used, it is clear that major changes in the structure of the school to address the financial problems are needed. The Dean’s plan sacrifices well-established programs because, at this point in time, these programs have faculty nearing eligibility for retirement and do not contain a significant cohort of tenured faculty. The need to distribute base allocation to support the tenured faculty lines as described in Dean Sothmann’s Plan should beg the question – How was base originally allocated to programs within the SAHS? The answer is that it wasn’t. While the expenses of each program are known and can be tracked, the revenue side is much less clear. Faculty have been given the explanation that the SAHS gets a portion of the SOM appropriation from which a like portion of the assessments is removed. The SAHS administration then uses the remainder of the appropriations plus tuition and fee income to fund budgets based on the administration’s assessment of “program need”. Historically, programs fared differently in these budgeting decisions. Few of the programs have ever had a solid figure for their program’s base allocation. Programs with substantial reserve funds saw those funds taken by administration. When lab and other fees were added to courses, most programs saw no increase in supply and expense resources to offset the costs that justified the fees. Faculty believe that past budgeting practice did not show prudent fiscal management, that Responsibility Centered Management has simply magnified the extent of the problem and that the growth of the school was not effectively planned.
Assumptions and Economic Modeling Used in the Proposed Plan. The SAHS faculty express concern about the assumptions upon which the plan is based. The economic modeling done for the school was very beneficial in demonstrating that the school was in financial difficulty, but economic modeling as applied did not allow the flexibility faculty needed to devise a workable alternative plan. Program directors requested a variety of models, but the assumptions used for all modeling would remain the same. Just changing the mix of programs in the school would not change the outcome. The assumptions that drive the model were held constant even when faculty tried to “think outside the box.” For example, the assumption that the conversion of the occupational therapy program to the master’s degree would require the same resources as the conversion of the physical therapy program to the graduate degree was maintained even after repeated attempts to change that assumption.
Data used to justify the recommendations in the plan were based on models that had errors in them. Some errors would be corrected by program directors only to have other errors appear. As a result, faculty who recognize the severity of the SAHS financial position, question the validity of judgments made on that data.
Perhaps the most significant problem in the proposed plan is the assumption that faculty will retire at the times specified in the plan. The retirements of three tenured 18/20 faculty members determine the timeline for closure of three programs. These retirements will then free base-dollars for reallocation within the reconfigured school. What the plan does not convey is that at the present time none of the three faculty has officially notified the school of his/her intent to retire. These retirements are assumed at the earliest opportunity while the university is currently encouraging those with 18/20 eligibility to maintain faculty status beyond the earliest date. What happens to this plan if one or more of the faculty members decides not to retire?
Potential Success of the Proposed Plan. The final area of consideration that the faculty presents is the restructured school itself. The SAHS faculty are concerned that the proposed plan has not identified several key problems that may arise. First, the new school continues to be heavy on administration. As a percent of the budget the new school allocates nineteen percent (19%) to central administration. This figure does not take into account the administration performed by program directors, faculty and staff in the programs as required to maintain specialized accreditation. Thus, in reality, administrative costs may easily rise to over twenty-five percent (25%) of the total school budget.
Two of the three programs in the reorganized school (Nutrition & Dietetics and Therapeutic Outcomes) are not seen as programs that will generate revenue beyond their cost. That places the third program, physical therapy, in the unenviable position of being the financial backbone of the school. Enrollment projections used to justify the transitioning of programs in Table 10 of the plan may be overly optimistic. Reducing the one-million dollar line of credit to seven-hundred thousand dollars and anticipating pay-back starting in the 2004-2005 year based on the data in Table 10 are not consistent with the planning that has been done in the physical therapy program.
For those programs transferred to
clinical departments in the
The closed programs should be addressed as well. None are being closed based on the quality or need for the graduates produced by these programs. Occupational Therapy (OT) is a large viable program that in past years has been a revenue-generating component of the school. Although OT must transition to the master’s degree by January 2007, a move that will require some additional resources, the prospect that it will again be a strong self-sufficient program is high. Health Information Administration (HIA) is the only baccalaureate degree program for this occupation in the state. The US Department of Labor has predicted a forty-four percent (44%) increase in demand for health information administrators by 2008. The HIA program closure will not be well received by the health care community who rely upon these professionals. The HIA program can also be a source of undergraduates who might well continue into graduate studies in the School of Informatics. Health Sciences Education (HSE) is the only program in the state that provides the range of courses needed to qualify for a secondary education teaching credential in health careers education. The HSE program also provides the educational theory and practice for a wide variety of allied health educators. All of these programs may find homes in other units in the university but if they are stripped of all base funding who would be willing to take on the costs of these programs?
The SAHS is in a no-win situation. We do not have the fiscal resources to support the array of programs currently housed in the school. At the same time the proposed plan raises more questions than answers and may not result in a viable solution to the problem. The faculty presented administration with four options in their response to Dean Sothmann’s preliminary plan.
1. A “high-ground” position that reiterates the need for the maintenance of the ‘status-quo’ by an infusion of base dollars. However, a memo from Chancellor Bepko on June 18th clearly stated that this would not happen.
3. A decision to support the dean’s preliminary plan with the provision that OT be supported through its transition to the MOT if/when sufficient budget support can be identified and the consideration of other graduate programs.
4. The complete dismantling of the school with programs migrating to whatever unit would be appropriate for continued operation. This recommendation assumes that individual programs would receive base, tuition, fees, contracts, and other financial resources appropriate to secure the best future with the accepting unit.
The IUPUI Faculty Council Executive Committee recommends that the SAHS be reabsorbed by the SOM. Programs who do not have a supportive clinical department would be disadvantaged by that recommendation. If the school cannot be restructured in a viable format option four seems the most likely outcome.
*Addendum. Mission. The School of Allied Health Sciences has a long tradition of academic excellence. The school's major purpose is to provide degree programs of quality in the allied health sciences to meet the needs of the people of the state of Indiana. In fulfilling its fundamental purpose, the school seeks to develop and maintain a scholarly and competent faculty capable of achieving the following goals: to build upon sound principles of general education by preparing students to communicate well, think analytically, be intellectually adaptive, integrate knowledge and experience from different disciplines, apply ethical standards and values to profess ional practice, and appreciate social and cultural diversity; to provide undergraduate and graduate degree programs that offer education related to the provision and management of health services by the various allied health professions; to contribute to the advancement of knowledge through research; to provide continuing education for allied health practitioners wishing to further their career development; and to foster the development of lifelong habits for scholarship and service among faculty and students. Vision. The vision of the School of Allied Health Sciences is to be a nationally and internationally recognized leader in allied health education, research, and service, while providing a comprehensive array of high quality health care professionals in Indiana.
Agenda Item X.E: The Executive Committee’s Recommendation – Paul Galanti (Chair of the Executive Committee). Galanti noted that the following documents were attached to the agenda: an executive summary of Dean Sothmann’s revised plan for the reorganization of the SAHS, the report from the Executive Committee, the response from Dean Sothmann to SOM Dean Brater with regard to that report, the response from Brater to Chancellor Bepko with regard to that report, and a final short memo from the Executive Committee to the FC restating its position. Galanti also noted each of the speakers the FC had just heard and pointed to the vote the FC must make at its November 1st meeting regarding the recommendation to Chancellor Bepko. The Report from the Executive Committee is now on the table, resulting from study of documents from Sothmann, Brater, Bepko, and the SAHS faculty, and from an open meeting with the SAHS faculty. The summary of the report is that the Executive Committee recommends the SOM reabsorb the SAHS as a department. Today’s FC meeting continues the information-gathering portion of the process in preparation for the November vote. Even if the SOM does not reabsorb the SAHS, the Executive Committee still recommends the SAHS come under the rubric of the SOM and that the saved administrative costs be used to fund the programs the plan calls to discontinue. Overall, the Executive Committee recommends that any restructuring be based primarily on the needs of the citizens of Indiana for health care professionals.
The Executive Committee had some problems with the plan. The fact that funds for tenured faculty members necessarily follow the faculty members does not fit the original spirit and intent of the policy. Meeting the educational needs for health care professionals to service the citizens of central Indiana should be given priority over the need to pay faculty members – otherwise our students get shortchanged. Also, it seems some programs will be discontinued because of the need to recruit doctorally trained faculty members, even though the terminal degree for the discipline is not the doctorate, and that this supposed “need” couldn’t me met led to the closure of the programs – a vicious circle. Also, the assumption that some of the faculty members under 18-20 will be retiring even though retirement is not mandated, was linked to problems with the budgetary figures (although Dean Sothmann did address this problem in his written response to the Executive Committee’s report). Last, there was the general feeling by the members of the Executive Committee that the spirit and intent of the policy was not followed with regard to involving the students and faculty members.
Overall, since this case will set a precedent, especially with regard to schools possibly and not only programs, it is very important to get it right. Even if this process we are involved in doesn’t change the situation with SAHS, it still might affect another school down the line. The FC is setting a precedent here for the historical record, and that is the primary reason for the Executive Committee’s recommendation.
Agenda Item X.F: Question and Answer Period – Paul Galanti (President of the IUPUI Faculty). Noting that those SAHS faculty who were guests at the FC meeting would be permitted to speak if they didn’t simply repeat points already made by Hernandez, Galanti opened the floor for discussion.
As a member of the UFC Finances and Facilities Standing Committee, Spechler referred to the meeting that was held that Tuesday (October 2) with IU CFO Judith Palmer on 18-20 and the IU financial picture overall. He commented that although the SAHS is valuable, and although it would be a shame to limit its educational potential, still the Executive Committee presented no plan for solving the financial problems other than requesting help from the system (from IUB), but we won’t be getting any money from IUB because the financial problems with IU are getting worse with 18-20 and increasing costs for health benefits, not to mention the economic situation of the State of Indiana. Therefore, there will be no miracle solution forthcoming from the system and is this valuable institution (SAHS) is to be saved it will only be by our own efforts to trim where we can.
Sutton generally seconded the position of Spechler, not wanting to see the SAHS disappear, but now feared that the School of Liberal Arts (her school) could also disappear, and so requested from Sothmann the source of the economic problems with regard to: 1) why the SAHS separated from the SOM and what resources it still receives from the SOM; 2) why the problems which emerged during the expansion period were not controlled; and 3) what impact the consolidation of Clarian had on the SAHS. Sothmann responded that when the SAHS was created the resources it received from the SOM was set as a matter of a certain percent of the resources the SOM received, that the problems were monitored, and that $200,000 was needed when the hospitals separated from IUPUI.
In response to McGeever’s question regarding what other states are doing, Sothmann stated that Louisville and Houston shut their doors on their SAHS and shipped the programs off because they were expensive, and even though revenue was driven by tuition, enrollments were necessarily capped. SAHSs across the nation have faced fiscal issues also.
Requesting the opportunity to respond to Sutton, Means stated with regard to her second point that at one time all of the SAHS programs were part of SOM clinical departments, but that during the seventies their budgets were tied to the same departments even though they had all been pulled together as a division. During the nineties the SAHS was created as a school and the programs were pulled from the SOM and the budgets transferred. The problem is the initial budgets were not adequate and were originally under funded, and the problem was exacerbated as credit hour counts and head counts were not aligned.
Present as an alternate for Donnelly, J. Keck contended our OT program is the best in Indiana and has even helped the university itself greatly by, for example, redesigning the workplaces for the School of Nursing. Closing the program will prove a loss for the university and for Indiana.
Yokomoto, representing the School of Engineering and Technology, presented the perspective that the situation poses a problem to be solved, and seconded the recommendation of the Executive Committee that SOM Dean Brater be told to reabsorb the SAHS and find the resources and funds to solve this problem.
Moore, speaking as a member of the Executive Committee, pointed out for Sothmann’s comment that when this situation was first presented to the Executive Committee, the timeline was established based on the assumption that everything turns on preparing for the ICHE’s approval of the Doctorate in Physical Therapy (DPT) by the first of January, and that without the DPT the whole school will cease to exist. Sothmann responded that the SAHS does need to prepare now for the approval of the DPT by the ICHE and can’t wait until after the approval, if the SAHS is to survive, but that concurrently, new faculty and students need to be recruited. Plater added that the ICHE expects to review the DPT proposal in November but there is no promise even of that, much less that the DPT will be approved. He also noted however that only three courses separate the MPT from the DPT so approval is likely.
Schneider, alternate for Saatkamp, stated he had a problem following the money. He asked that Sothmann, Hernandez, and Means each answer two questions: are the transferred programs revenue neutral, and will the savings from faculty who soon retire be a principal means of balancing the budget? Sothmann answered that some programs will be revenue neutral (with regard to tuition and state appropriations and costs), but others will make money. Solvency will be maintained through negotiations between the department chairs and the SOM fiscal office. Regarding the second question, the possible savings from 18-20 retirees will be reasonable but the plan is not predicated on it. Balancing the budget will result from a combination of forces but the next three years will prove crucial. Hernandez answered that the programs were revenue neutral when they were part of the SOM clinical departments, and noted that tuition can be set for graduate programs but for undergraduate programs because IUPUI dictates those rates. Means answered that the programs are generally expected to be revenue neutral but some likely will not due to, for example, issues such as space allocation. Regarding the second question, she said all options are being studied.
Porter, speaking for the SAHS faculty, requested that Galanti clarify what the FC will vote on at the November 1st meeting, and whether there will be a vote on only one or several items. Galanti answered that the FC will vote on the recommendations found in the Executive Committee’s report, subject to amendments at the meeting, and likely changed between now and then. Wilkins added that a vote on each separate recommendation will best reflect the FC position. Porter requested that the recommendations be clustered so there are a reasonable number of feasible recommendations. Galanti agreed the Executive Committee will do so.
Eckerman asked for the third recommendation of the Executive Committee concerning tenure to be expanded. Referring to page 4.3 of the agenda, Galanti explained that if funds from the state are exclusively linked to tenured faculty members then nothing is left for the students or the tenure-track faculty members or the non-tenure-track faculty members such as clinical or research faculty. The plan emphasizes tenure too much.
Spechler contended the Executive Committee did not face the facts with alternatives for raising the needed $.5 million. Galanti commented that like usual Martin has gotten to the heart of things. J. Keck contended that since tenure is campus specific the campus should assure the costs associated with the tenured SAHS faculty instead of just the SAHS. Galanti clarified for J. Keck that only the first two points of the Executive Committee’s report are recommendations and that the rest are findings or problems, but he promised again that the Executive Committee would present specific recommendations to the FC at its November meeting. Fisher added that the process was still in motion and drew attention to the open meeting for the entire IUPUI faculty body that the Executive Committee would conduct on Thursday, October 11, from 2-4 pm in the Nursing Building Auditorium (NU 103). She also noted that the Executive Committee would make its final deliberations at a meeting on October 18 and that its final recommendations would be distributed by October 24 in preparation for the discussion and vote at the FC’s November 1st meeting. Those final recommendations would take into account comments made at this FC meeting as well as input received from the larger community.
Danita Forgey, guest at the FC meeting and program director for the SAHS Health Information Administration (HIA) program (which the plan calls to discontinue), noted that Sothmann stated “no units wanted the HIA program” and asked him which units were asked and what reasons were given for declining. Sothmann replied Informatics was asked but stated the program did not fit its mission and funds were lacking to cover the costs. Also, Public and Environmental Affairs was asked and might yet possibly accept it.
Susan Sweinhart, a visiting faculty member with the OT program, commented that the system is complicated, but asked who decides which programs stay and which go, especially given the fact that OT has students enrolled and is earning money, but which the plan calls for discontinuation. Galanti replied that Chancellor will decide, based on recommendations from Sothmann, Brater, the Executive Committee, and the FC.
Ward returned the discussion to the issue raised earlier by Moore, and asked what specifically mandates (whether external or internal) the constraints on the timetable due to the anticipated Doctorate in Physical Therapy. Sothmann replied that it is an accreditation mandate, and that eight faculty members must be maintained if the PT program is to be accredited.
Fisher announced that time was about out and requested that further comments be emailed to the coordinator (email@example.com) for distribution to the Executive Committee. She also asked all FC representatives to inform their constituents of the open meeting for faculty members to express their views to the Executive Committee on October 11th (2-4 pm in the Nursing Building Auditorium), in accord with the timeline distributed at the September FC meeting.
115 VOTING MEMBERS (last names underlined) (+ 3 vacant voting positions), 6 NON-VOTING MEMBERS* (last names underlined and followed by an asterisk), and other assorted NON-MEMBERS (Chairs, FGLs, Guests, Visitors, VIPs, Employees, and others).
IV. Update (not ready) on Minutes for 5 April 2001 and 3 May 2001 and 6 September 2001 (posted when ready for approval on web at http://www.iupui.edu/!fcouncil/minutes/fc010405html.htm and http://www.iupui.edu/~fcouncil/minutes/fc010503html.htm and http://www.iupui.edu/~fcouncil/minutes/fc010906html.htm ).
VII. Election of At-large Representative to the Promotion and Tenure Committee (see attachment2) – Rosalie Vermette (Nominating Committee Chair, 4-0064, firstname.lastname@example.org ) (slate first presented at FC010906; ballots distributed at meeting).
Update on Student Housing and the
X. Discussion of the Proposed SAHS Reorganization Plan (required by the Policy on “Program Transfer, Merger, Reorganization, Reduction, and Elimination,” online at http://www.iupui.edu/~fcouncil/documents/transfermergerdocumentfc990401html.html ) – IUPUI Faculty Council Executive Committee (key documents emailed separately, but see attachments3-7 for an Executive Summary of Dean Sothmann’s Revised Plan, the Report from the Executive Committee, Dean Sothmann’s response, Dean Brater’s response, and a Memo from the Executive regarding those responses) [DISCUSSION ITEM: One Hour Twenty Minute Time Limit]:
Medicine and the Allied Health Sciences – Lynda Means (Executive Associate Dean for Academic Affairs, 4-7108, email@example.com, and alternate for Medicine Dean D. Craig Brater, 630-8795, firstname.lastname@example.org).