Page Six
THE MICHIGAN DAILY
Sunday. December S. 1971
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I
Financial
(Continued from Page 1)
financial plight, has been part-
ly responsible for this, reflected
in the funding given the Uni-
versity in recena years, and in-
directly in nflationary pres-
sures on everything from sala-
ries to books.
Over the past three years, as
University colleges and depart-
ments received a smaller per-
centage of the money they re-
quested, some faculty members
sensed that the University
might be partly to blame-that
the slumping economy was not
alone responsible for the un-
met needs.
Psychology Prof. Warren Nor-
man, chairman of Senate As-
sembly - the faculty represent-
ative body - explains it this
way:
"Last year, when we were
forced to make the 1.5 per cent
cut (ordered by Gov. William
Milliken when expected state
revenues failed to materialize)
there were a lot of hassl
week the administratio
Senate Assembly aboutt
and the next week we we
that a new sport services
ing was to be erected.
"It became quite a
celebre because it was a
of not being informed,'
man adds. "I think ther
istration anticipated th
but the assembly, not
standing what was going
sumed - the worst."
As a result, faculty m
expressed a new interest
decisions connected witi
getary planning. In turn
administrators were coi
of the necessity of great
ulty input in administrat
cisions, some admittedly
tired of being blamed f
lack of funds. There wa
appeal to administrator
Fleming, in letting faculty
bers take a larger rol in
decisions so they could"
budget
es. One
n told themselves" the problems in-
the cut volved.
re told Many faculty members and
Sbuild- administrators point to a ser-
ies of faculty-administration
cause discussions which took place this
nlatter fall as an indication of such a
Nor- heightened faculty involvement.
admin- When the ,state gave the Uni-
e cuts, versity its final appropriation
under- figures for this fall, included
on as- was a provision authorizing the
state budget director to with-
embers hold up to three per cent of the
in the appropriation if state revenues
h bud- were lower than expected.
, more The funds could be restored
nvinced at a later date at the state's
er fac- discretion.
ive de- State officials indicated to
having the University in September the
or the likelihood of such action and the
s some experience of administering pre-
s, says vious years' cuts caused Univer-
mem- sity officials to seek an alterna-
n these tive way of planning cutbacks.
see for Instead of waiting .until the
state ordered the cuts before
acting - and then making only
an across - the - board cut --
administrators quickly took ac-
tion,
Consultations with the Sen-
e ate Advisory Committee on Uni-
versity Affairs (SACUA) - the
group of professors at the top of
the faculty's representative
essary structure - were initiated' in
expectation of the order. Facul-
other ty members,' with still fresh
d con- memories of real or imagined
plans wrongs at the hands of the ad-.
ministration, added their own
h pro- concerns as word of yet another
t most problem spread.
most The result was a concensus
direc- view favoring a "freeze" on
uld be equipment funds wherever pos-
sible, instead of cutting from
bvious salary funds. It was accepted
te the with few complaints.
ed for Administrators found some of
:ation. their wariness of faculty input
- the gone as it proved more profit-
ted in able to explain decisions to fac-
ulty beforehand than to attempt
anned to justify them later.
o seek "I'm more optimistic about
faculty involvement now," said
crisis:
Faculty
input
increases
4
VP smith
Flemin details ne
bud ta sc hemi
(Continued from Page 1)
of Institutional Researchi in obtaining and evaluating nec
data.
The Long Range Planning groups "would relate to the
two sub-groups through the Steering Committee,")mt wouli
trate on giving advice as to what the University's long range
would be.
The other two groups would be similarly structured, witl
gram evaluation giving advice on which programs they felt
needed review and initiated discussions with the programs'
tors along these lines, Final administrative decisions "wou
made in the light of th; review information and advice."
Decisions of the Budget Priorities groups "would be of o
importance," as the memo states, because they would indica
group's advice on j"requests for new money and money fre
reallocations as the result of a program's reduction or elimir
Discussions with the faculty's chief representative body -
Senate Advisory Committee on University Affairs-are planr
order to get faculty response to the proposal. Meetings are pl
with the Regents within the next three or four months t
approval of a trial period for the program.
Smith after the administrative
scheme was released last week.
"The reality of hard times has
percolated further faculty inter-
est."
Faculty involved in the recent
budgetary discussions s e e m
likewise encouraged.
There's no hesitancy now on
the part of the administration
to admit that they don't have
he resources to handle these
decisions r e g a r d i n g al-
location)," explains economics
Prof. Frederic Scherer.
Scherer is a member of sev-
eral joint faculty - administra-
tion groups that have examined
among other things - how bud-
getary decisions are currently
being made and how they might
be improved.
Excepting SACUA, which is a
permanent organ of faculty
viewpoint on all matters, these
committees are not very active
or influential, however.
These groups, since their in-
ception, have been hampered by
a lack of communication and
direction.
"There has been a lot of dis-
cussion in the groups, but no
direction in them," says Nor-
man.
Indicative of the duplication
of efforts common in the com-
mittees' work were several re-
cent recommendations by Sen-
ate Assembly's Rights and Re-
sponsibilities Committee. While
this group was fulfilling its
mandate from the assembly by
reporting on various aspects of
budgetary input, administra-
tors were privately developing
their own program on the mat-
ter, neither side benefitting
from the other's work,
However, pending the estab-
lishment of a comprehensive,
m o r e powerful organization,
these advisory boards remain
the only formal bodies through
which faculty members can
work for more input.
One committee has a title al-
most as imposing as its stated
aim. Officially called the Com-
mittee on the Proper Role of the
University of Michigan in the
Educational System of the
State, it was started about ten
years ago to devise suggestions
for long-range planning in the
University"s dealings with the
state government.
Proper Role - as it is com-
monly known - has been head-
ed by mathematics Prof. Win-
fred Kaplan, who explains that
the group "was not terribly ac-
tive" until late February, when
a two-day conference worked
on matters of long-range plan-
ning.
One subcommittee, which grew
out of the conference, called the
Subcommittee on Planning Me-
chanisms, sent a report to Flem-
ing last summer calling for "a
small central committee of ad-
ministrators, faculty and stu-
dents which would coordinate
ideas concerning allocations."
Such a committee says Kaplan,
would be "more advisory than
not" for fear that "firm power
would upset the administra-
tive structure."
This idea was basically ad-
hered to in the administration
plan Proper Role committee
members like Scherer and
James Lesch, assistant to Smith,
say the group "is doing very lit-
tle" until the administration
starts discussions on its full
plan with SACUA.
Other study and advisory
groups, such as the Faculty Re-
form Coalition, the Academic
Affairs Advisory Committee and
the Advisory Committee to Mi-
chael Radock, vice president for
university relations and devel-
opments, will express their re-
actions through more formal
groups as SACUA and Senate
Assembly.
For now, the only committee
still scheduled to report on mat-
ters of faculty input in budget-
ary planning is the year-old
Resource Allocation Commis-
sion.
The commission has develop-
ed three task forces this semes-
ter:
--Budgetary Policy. W i t h,
Scherer assisting, 15 graduate
students at the Institute of
Public Policy Studies are exam-
ining case decisions on budget-
ary policy, with an eye toward
evaluating overhead funds -
monies which various depart-
Despite the difficulties, faculty members in-
volved in these decisions-of late with Univer-
sity initiative-find there is much to be gained.
Many feel that their increased interest in bud-
getary decsion making has kept the decision
makers-deans, department chairmen and ad-
ministrators-more attentive to faculty desires.
Ironically, some of the most
pessimistic viewpoints on fac-
ulty input in budget decisions
come from committee members
themselves - arguments apart
from the commonplace adminis-
trative view that faculty mem-
bers are too prejudiced to
weigh real needs objectively.
"It took many months for us
(Resource Allocations) to gain
even rudimentary knowledge of
the budget," says social work
Prof. Rosemary Sarri, a com-
mittee member. "I don't know
how we can get faculty involved
at the next level."
"It takes a lot of time, full-
time, to make intelligent dici-
sions," agrees Dean Gordon
Van Wylen of the engineering
college, another member of Re-
budgetary decision making has
kept the decision makers -
deans, department chairmen
and administrators - more at-
tentive to faculty desires.
Indeed, so it seems. The resi-
tancy of most administrators to
increase faculty decision-mak-
ing power is slowly giving way
nation-wide among state-fund-
ed universities.
One promising plan was re-
cently adopted at the University
of ;Minnesota, where priorities
will be decided with major fac-
ulty - student input. Locally, ad-
ministrators seem anxious to see
how this experiment turns out.
If successful, a similar plan
may be the "better mechanism"
for which University adminis-
trators say they have been
searching.
"It may be that there isn't
any better way to do it," says
Fleming, "but we'll try to in-
crease faculty input for a while
and see if it works."
The final votes on the mat-
ter are not as yet in. Though
administrators seem amicable
to some faculty and student in-
put at nearly all levels, they
still fear such measures may
"reduce some of the freedom of-
individual units."
And should financial condi-
tions improve, the faculty might
think it best "not to rock the
boat" and thus halt the move-
ment for faculty input in its
tracks.
Student representation on the
committees remains a final
question. Existing advisory com-
mittees have long lacked stu-
dent members because Student
Government Council has sought
student representation on these
panels equal to that of facul-
ty members, SGC has also de-
clined to appoint students to
these groups because they have
only advisory, not binding
power.
Without representation on the
the new committees, students
may find faculty pressure alone
insufficient to change a mun-
dane process that affects stu-
dents greatly.
"When you get right dowr to
it," says Lesch, "decision mak-
ing is the budget . . . as far as
change is concerned. I guess
you'd say the monkey is on
President Fleming's back now."
ments receive as reimbursement
for expenditures incurred as a
result of research programs. A
report is expected, says Scherer,
within a few weeks:
-Size of the graduate school.
An education school graduate
seminar is examining whether
graduate s c h o o 1 enrollment
should be tapered off because
of the current lack of demand
for doctorate holders in many
fields: and
-Tenure. A final group is ex-
amining the problem of age dis-
tribution among faculty in
a period of non-growth budgets.
The members wonder whether
the average age of tenured fac-
ulty members climbs upward
too greatly when lack of funds
pre'ents hiring of new, young-
er instructors.
While Resource Allocations
hopes to end its mandated two-
year existence with a "white
paper" report on these subjects
next February, there is no guar-
antee that their recommenda-
tions concerning a planning
mechanism will appear before
agreement on the basic structure
is finalized.
source Allocations. "Meeting two
hours once every two weeks, it
is very difficult to know enough
to make inputs."
Administrative officers on the
committees h a v e additional
fears. Lesch is concerned that a
planning board comprised of
faculty and students not dupli-
cate current functions of the
administration. Lesch adds:
"Lots of people think there
are better mechanisms. On pa-
per there are, of course, and
maybe even in reality. But if you
have the input of 100 different
faculty members on budget cuts
you'll get 100 different responses
on where to cut."
"When you're outside you
often have easy answers." says
Fedele Fauri, vice president for
state relations and planning.
"But when you get into the nit-
ty gritty, you see that it's more
difficult than that."
Yet, despite these difficulties,
faculty members involved in
these decisions - of late with
University initiative - find
there is much to be gained.
Many faculty members feel
that the increased interest in
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