• Cross-reference more classes for more efficient use of faculty expertise and experience.

Instruction Related Reductions:

• While the Faculty Senate at Kentucky State University will support the administration and work in any way possible to help identify cost savings measures, we support the criteria that all possible reduction options outside of Instruction be considered and implemented before salary reductions and termination of positions are considered. While Instruction comprises the ‘single’ largest budgetary item, Instruction is the primary mission of the University and yet comprises only approximately 21% of the total operating budget.
• This is a considerably smaller percentage spent on Instruction than what is spent at the other four year state supported universities in Kentucky (approximately average of all 36%), as well as at our ‘Benchmark’ universities at the time Dare We Compare I and II were conducted between 2002 and 2005. Expenses have increased for students each year as tuition rates increased, yet faculty have not received consistent cost of living raises and operational budgets for academic units have not increased in support of Instruction.
• Salary reductions will significantly compromise our ability to compete and recruit faculty over the next few years. This is the foundation for improvements in academics and student recruitment.
• Consideration should be given to furloughs over pay cuts. This is a non-permanent option to realize immediate cost savings. Buildings would be closed and, if monitored, a cost savings in energy can be realized. Consideration could be given to the option for flexible dates of such furloughs per programs and individuals, when possible and when such would have less impact on delivery of services. The option of faculty salary ‘gifting’ could be implemented in this case as well, with faculty opting to gift in lieu of salary reduction for those day.
• Consideration should be given to reducing summer offerings and the number of buildings used for summer programs.

If measures beyond our control are taken, and faculty salary reductions are implemented, we suggest:

• Such reductions be temporary as a one-time emergency measure tied to the requirement criteria specified for Financial Exigency.
• Consideration be given to those faculty members who have not completed their third year of a higher salary due to promotion and plan to retire. A salary reduction would impact their retirement payouts permanently.
• Consideration be given to new faculty who were recruited and hired at relatively low salaries. This could jeopardize the University's ability to recruit and keep quality faculty.