The Cadre + 12January 1999

*Continued from page3

stances. There is no evi- dence that this has occurred. However, with cutbacks in funding and the public’s demand for greater account- ability among public sector or quasi public sector or- ganizations, the University must be in a position to provide information to justify the resources utilized. Fur- ther, without clear goals and objectives, there are no guidelines to help direct change, integrate oeeonns activity, or monitor an report on performance.”

Recommendation 7.13: The goals and objectives of the faculties of Arts and Sciences should be docu- mented and approved at an appropriate level. In addition, goals and objec- tives should be reviewed annually to determine if they are being achieved.

From Academic Programs — Teaching/Course Evalu- ation:

7.47 “It was reported by the Deans and Department Chairs that teaching evalua- tions were treated seriously by faculty and were used to improve their teaching an the courses offered.”

From Academic Programs — Accountability for Ac- tivities, Workload and Al- location:

7.62 “We recognize that allocations will vary depend- ing on the objectives of the Faculty, Department and faculty member. However, more disciplined approach will provide greater assur-

jective on the relative emphasis to be given teaching, research and service. Methodology to do this has been Boece within the Faculty of Vet- erinary Medicine and ap- propriate methodologies should be developed in the faculties of Arts and Sci- ence. In addition, faculty should be held account- able for their actual activi- ties by comparing them to their expected perform- ance and the results docu- mented.

From Academic Programs — Curriculum:

7.65 “There appears to be adequate processes in place to ensure all new programs or changes to existing academic programs are properly ap- proved, consistent with pre- vailing UPEI requirements and linked to the University mission.

Recommendation 7.68: Graduate surveys should be implemented to assist in assessing the appropri- ateness of RY rams and courses in the faculties of Arts and Science.

d From Research:

8.7“... Notonly is research a fundamental aspect of a University, itis expected that this contribution to the disci- pline through research will be reflected teaching and will help to stimulate independent thought on behalf of the students. ..”

From Research—Planning:

8.14 “The Research Stud

8.48 “The documentation and reporting of the research activity can act as a basis for accountability in relation to the overall research support

rovided by the University . In addition, research activity is an essential aspect of University functioning and as such should be used in marketing efforts to promote the University as a vital participant in the broader

community.

From Enrolment Manage- ment:

9.3 “... When enrolments decline revenues are lost. For example, a decline of 300 students represents a loss of about $1 million. Enrolmentis expected to remain static in the future even though partici- pation in post secondary education may continue to increase. The University will not necessarily benefit from the increase because compe- tition for students is growing.

9.7 “In order to address enrolment issues, the Univer- sity needs = te management to influence the make-up of the student body by ives marketing, recruitment, ad- mission, and retention initia- tives.”

9.12 “The first step in the development ofan enrolment management strategy is to define the optimum size and composition of the student body. Once this is decided the Universi can decide on whether the Institution can

support that population wi faculty, classrooms, and related sources.”

Feature 5

Value-For-Money audit highlights

local residents by chargin additional fees to internati students; manage enrolment at UPEI to optimize the number of students and the use of facilities; and increase economic benefits to PEI.”

From Fundraising:

11.4 “The role of public relations is to provide a common, consistent, relent- less message to ensure the University is presented with a consistent profile. ..”

From Computer Services:

13.11 “A collaborative initia- tive between UPEI and Holland College —‘Informa- tion Technology in Education Centre’ (I ) has been initiated to use IT [information technology] facilities to pro- vide education on a broader level to more students at less

From Residence, Food and Conference Services

14.6 “The total cost to repair the three residences; fic Marion Hall, i ' and Blanchard Hall, is ex- to be substantial . . . consultant also provided estimates for a number of alternatives to be considered as past of the business plan development which included eo which ranged from elimination a residence to building anewresidence. . .”

14.11 “The rates for resi- dences and conference serv- ices are not based onaclearly defined cost recovery or

th pricing strategy. Therefore other S ctietoeriien

not know if the rates are too hi reducing the demand for the

up as part of the budget process. . . The amount charged has non direct correlation to the actual cost of providing athletic services.

From Bookstore

16.1 “The University rs ates a bookstore with $1.8 million in annual sales of books, clothing and office PG The bookstore pro- vided anet contribution to the University of $180,000 in 1997-98.”

16.3“... All universities pay the same price for textbooks, which is 20 percent below the suggested retail price.”

16.5 “The cost of books is a major expenditure for stu- dents attending university. oe by the University to minimize the price of books would ease

the financial burden on the students. ..”

16.6 “There are other options which could be considered such as the purchase and sale of used textbooks by the Bookstore, or allowing the students to = up —— arrangements for buying selling used books.”

Recommendation 16.8: The University should ex- plore options to help mini- mize the cost of textbooks to students.

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