For some weeks now, I have wanted to write the university family to address the several issues and rumors surrounding the work of the Louisiana Postsecondary Education Review Commission (sometimes referred to as the Tucker Commission). Unfortunately, addressing this matter is very much like “picking up a porcupine.” One tries for the soft underbelly but gets mostly the sharp spines (sorry for the Montana metaphor).

The Postsecondary Education Review Commission was created by Act 309 of the 2009 Louisiana Legislature to study the governance, facilities, and funding operations at the state’s public two and four-year institutions and to provide a written report of findings and recommendations. This group is staffed by the Louisiana Board of Regents.

The organizational meeting of this group occurred on August 10th, with the latest meetings occurring on September 28th and 29th. On the 28th, Ben Nevers, who chairs the Senate Education Committee, was elected chair of the Commission. Attached to this correspondence, you will find a listing of the total commission membership (Attachment 1) as well as the minutes of the organizational meeting on August 10th (Attachment 2).

Community members wishing to follow the deliberations of the Commission may do so by going to http://laperc.ioniclogic.com/. At that link, you will find a broad array of documents pertaining to the work of the Commission. You will also find a link to live coverage of this Commission when it is in session.

While the Commission is just now getting about its work, the rumor mill has been active for the past several months. Locally, the chatter, rumors, and gossip have focused on a comment by a regional legislator saying something to the effect that Nicholls was in the bull’s eye.

While I know no more than anyone else about the political intent behind the Commission or the direction of its deliberations, I can tell you that such comments, while intended to rally the community to support the university, are simply not accurate. However, each of us knows that such comments can easily affect student applications and enrollment.

So how do we respond to the chatter within the broader community and the occasional inflammatory print media headline? Clearly, that response has to be cautious and deliberate, as we do not want to intensify the debate or sound particularly defensive.

The approach taken over the past weeks has been to encourage university friends at all levels to counter such comments with observations about the many program successes at Nicholls. This effort has also involved media releases addressing positive messages such as that recently about eighty-plus percent of regional nurses coming from Nicholls.

The goal has been to inform rather than to be defensive. Each of us knows the strength of the university in terms of its faculty, academic programs, accreditations, and the facilities and service enhancements that make Nicholls so strong. We also know that the average ACT of first-time freshmen is now at 21.5, reflecting a significantly stronger student body which in turn has led to higher retention rates.

As I indicated earlier, no one knows what lies ahead as a result of the on-going deliberations and further recommendations of the Commission. Even more importantly, no one knows the political agenda that will play out in balancing higher education priorities with the greatly diminished available financial resources available to the State of Louisiana. During the interim, I want to encourage all members of the university community as well as its many friends to keep a positive outlook and to speak out addressing just how successful Nicholls State University has been in its first 61 years of service to south central Louisiana.

As needed in the future, we will aggressively defend this fine young university; but at the same time, we will continue to move Nicholls forward as a maturing comprehensive university. Nicholls has responded to the evolving needs of its service region. We will continue to do so in the future.

Attachments

PERC Membership (PDF)

PERC Minutes 8-10-09 (PDF)

FR: Stephen T. Hulbert, President

Nicholls State University Retention and Graduation Rates

Recent articles in the Times Picayune and USA Today have called attention to the 6-year graduation rates of Louisiana universities citing data collected by CABL and Education Trust. The articles also discuss the state’s newly proposed funding formula which incorporates graduation rates as major criterion for funding universities. Although the actual graduation rates cited vary by publication (See CABL vs. Education Trust) there is consistency in the fact that graduation rates for ALL Louisiana institutions (private and state supported) are below those of their peer institutions with the exception of Louisiana Tech. (See Appendix A)

Regional institutions with lower admission standards (SREB III and IV institutions – primarily undergraduate teaching institutions) than those of research institutions must maintain the same rigor in terms of academic expectations so that our students will pass the same national boards and exams (such as nursing or certified public accountant) as those students attending research institutions. It should not be surprising, then, that graduation rates for regional institutions will be lower than those of research institutions with higher admission standards. But what is the explanation for the lower graduation rates for ALL Louisiana institutions?

The purpose of this paper is to alert readers to some of the variables that have been identified as impacting graduation rates and describe actions that have already been taken to address the graduation rate issue. Although this discussion will use Nicholls initiatives and data to illustrate the changes, note that the trends reported are reflective of all University of Louisiana System universities.

The Postsecondary Education Review Commission (PERC) has recently begun its examination of the higher education system in Louisiana to make recommendations for improving the efficiency and effectiveness of our system. But Louisiana institutions of higher learning have been aware of the state’s historically low graduation rates and have been taking steps to address this issue for some time now. Changes within the universities have been made to improve graduation rates over the last six or seven years, even before admission standards were implemented. Indeed projected graduation rates for Nicholls State University are already indicating a significant increase for its 2003 pre-admission standards cohort.

It is critical that the Postsecondary Education Review Commission not rely on data based on pre-selective admissions standards that does not clearly reflect the changes that have occurred at our regional institutions. The results of our efforts will become most clear with the 2012 graduation rates – for the 2006 cohort. For Nicholls and other universities located in the southern region, it is important to use the 2006 cohort rather than the 2005 cohort since there was much disruption to enrollment due to the effects of Hurricanes Katrina and Rita.

ADMISSIONS POLICY

Those familiar with the Louisiana system of higher education know that up until the early 2000s, our students were able to enter many of our universities through an open admissions policy – there were no criteria for admitting students, so many students were admitted who, admittedly, were unprepared for college level work. Indeed, the six-year graduation rate for Nicholls has consistently been between 25% and 30%. But in 2005, Nicholls and other sister institutions began implementing admission standards that called for “selective” admissions based on numerous criteria. It is anticipated that this change in the admission standards of our university will lead to an increase in our six-year graduation rate.

Specifically, greatly improved retention rates, quality of students measured by ACT scores, and higher high school GPAs, already point to much improved graduation rates for the 2006 cohort. The four-year bachelor seeking, same institution graduation rate has increased from 8.7% for the 2000 cohort to 13.4% for the 2005 cohort. Six year rates for this cohort will not be officially calculated and reported until 2011. In adjusting IPEDS reporting data (bachelor seeking, same institution) to reflect credentials of students entering the university in 2001-02 to the anticipated admissions criteria, Nicholls experienced an increased graduation rate from 25.9% for the 2000-2001 cohort to 34.9% for the 2003-04 cohort.

HIGH SCHOOL PREPARATION

There is the question of why graduation rates for all Louisiana institutions are lower than average. One possible explanation points to the preparation of our high school graduates. But this too is changing and should lead to improved graduation rates for all Louisiana institutions. The Taylor Opportunity Program for Students (TOPS) was initiated to promote academic success by requiring completion of a college-preparatory core curriculum. Students receive financial incentives based on high school performance and must maintain their performance level in higher education to continue receiving their awards. According to TOPS Report published by the Board of Regents (Appendix A), 51% of entering freshmen received TOPS in the fall 2007. Graduation rates for TOPS recipients averaged 58% from the 1998 to the 2001 cohorts. In this vain, Nicholls has had the percentage of first-time freshmen receiving TOPS increase from 35.1% in 2000 to 59.0% in 2009.

According to the Louisiana Department of Education (LDOE), the quality of first-time college freshmen entering into higher education has improved significantly in recent years. From the LDOE report on Fall 2008 First-Time College Freshmen State Report, the percentage of students enrolled in developmental education in either a two-year or four-year public or nonpublic college or university decreased from 36% of the fall 2001 cohort to 26% of the fall 2008 cohort. The average ACT Composite score improved from the fall 2001 freshmen class average of 19.6 to the fall 2008 class average of 20.3. The increase in quality has not been achieved at the expense of access. There are more students from the 2008 high school graduating class, 21,273 (50% of high school graduates) than from the 2001 graduating class 20,787 (44%) enrolled in higher education in the state.

EXTERNAL VARIABLES IMPACTING GRADUATION RATES

There are factors unique to university locations that are likely to impact graduation rates, such as the availability of jobs that require less than a four year degree, the unemployment rate, or natural disasters. For example, south Louisiana has experienced numerous devastating hurricanes since 2005 that have impacted retention and, thus, graduation rates.

Additionally, with one of the lowest unemployment rates in the country, the Houma-Thibodaux Metro area offers its community many construction and oil-field related jobs at attractive wages which encourages potential students to enter the job market rather than the university or community college system. Indeed, a recent report from the U.S. Census Bureau reports that “The Houma-Thibodaux metro area, one of eight metropolitan areas in the state, had a median income of $30,819 last year. That’s the highest median income for Louisiana workers 16 years and older. Statewide, the median income was $26,457 in 2008. . . State demographers said jobs in the local oil-and-gas industry are likely the root of the healthy salaries, especially for workers with only high-school educations”. (See Appendix A)

Another factor impacting graduation rates is the need of many of our students to work while attending school, forcing many to limit course loads. Institutions in the University of Louisiana System (ULS) have participated in the ACT Student Opinion Survey for many years. Students are asked to report how many hours per week they work. According to the most recent survey, administered in the spring of 2009, over half (50.9%) of the students in the ULS reported working 11 or more hours per week. Even more detrimental to academic progress, more than a fourth of the ULS students (27.8%) work in excess of 20 hours per week.

RETENTION

Nicholls State University, along with other system institutions, has long recognized the need to focus on student retention and, thus, in addition to increasing admission standards, Nicholls has implemented numerous strategies in regards to retention. Major initiatives have included revamping the freshman math program in an effort to increase the student completion rate in these courses; developing a University College with a focus on student retention; implementing a Master Advisor Program to help develop faculty in their advising efforts; and developing a Center for Advancing Faculty Engagement to assist faculty in their teaching efforts.

In response to the workforce needs of the regions, the nursing bachelors program is now conducting exceptional sessions each summer offering all clinical nursing courses. It is anticipated that this session will accelerate progression to graduation by one entire academic year for all nursing students who participate.

Many campus initiatives have been implemented since 2003 to improve systems for conducting business with the campus in terms of registration and fee payments. It is unclear what impact each of these initiatives has had individually, but it is clear that the efforts are leading to better retention and graduation rates. The evidence of this improvement is demonstrated in much improved retention rates. Specifically, Nicholls’ statewide retention rates of students from freshman to sophomore year have already increased from 65% for the 2001-02 cohort to 78.7% for the 2007-08 cohort. Nicholls’ same institution rate rose from 55.5% to 66.3% over the same time frame.

As is evident in Figure 1 (attached), as retention rates increase graduation rates will follow. The dip in the retention from 2004 to 2005 is due to the Katrina effect. The retention rate has begun to climb back up from that point. All of this taken together leads to a valid conclusion that 6-year graduation rates will be greatly improved by 2012!

Appendix A

Times Picayune article of Louisiana Graduation Rates
http://www.nola.com/news/index.ssf/2009/06/tougher_college_admissions_sta.html

USA Today article on Formula Funding
http://www.usatoday.com/news/education/2009-05-26-college-funding_N.htm

Education Trust Site:
http://www.collegeresults.org/

Louisiana Department of Education, Louisiana First-Time College Freshmen State Report Fall 2008, June 2009.
http://www.doe.state.la.us/lde/uploads/14460.pdf

Louisiana Board of Regents, TOPS Report, May 2009.
http://www.regents.state.la.us/pdfs/TOPS/TOPSRPT09.PDF

U.S. Census Bureau Reports, Daily Comet, September 22, 2009.
http://www.dailycomet.com/article/20090922/ARTICLES/909229935/1212/stormpost&tc=email_newsletter

Mid-year, and most recently, FY 2009-2010 budget reductions have resulted in an almost 14½ percent cut in state support when compared against a year ago at this time. Clearly, the program and personnel cuts we put into place well before the close of the legislative session were difficult to make.

I have promised my faculty colleagues that I will share rather candid observations about the budget reduction experience of this past spring, but that will be at another time and through a different format. For now, it is time to get back to the business of the university…even though campus life this year and two years out will be anything but “as usual!” However, now is not a time to be timid or to shrink from the opportunities that lie in front of us as we continue to grow this fine young university!

During the fall of 2010, we will undertake the strategic planning process for the next five-year cycle (2011-2015) in the life of this maturing, comprehensive university. It may seem strange to think about planning for the future when the present is so tenuous, but the financial challenges facing Louisiana and the nation as a whole also offer significant opportunity.

Clearly reaching for opportunities during a time of crisis or challenge has set the stage for considerable success for many universities in the aftermath of previous recessions. Finding or embracing opportunity, whether with bold and ambitious changes or with carefully considered cuts and targeted investments, is crucial in times like these.

While across the board budget cuts and freezes may be politically palatable (and that is exactly how Baton Rouge handled itself), difficult decision-making will benefit the university more in the long term. Simply stated, hard choices to cut programs and services along with focused investment in new program initiatives not only can soften the blow of financial difficulties, they can lead to a competitive advantage.

Over the past winter and spring months, this university undertook a comprehensive review of programs and services. We established planning parameters, which focused in great part around protecting the academic core of the university: the disciplines that deliver the general education and the major program concentrations that produce the greatest number of graduates, and for which Nicholls has become so well known. In reaching decisions, we took steps to eliminate low-completer undergraduate programs and two-year associate degree programming that reflect the past of the university.

No decision came easily, whether it was to affect the lives of approximately 600 students or that of a number of our faculty and administrative colleagues. Every area of the university was affected by the budget cuts in one form or another. And while a number of faculty and staff colleagues are no longer with us, for those of us who remain here, there has to be the question of what’s next.

None of us can predict the future, but what we can and will do is to go about the business of making Nicholls an even better university. Remember there is absolutely nothing wrong with Nicholls State University. It is the State of Louisiana that faces enormous financial and operating challenges. It is Louisiana that has not chosen to fund education adequately at all levels for all of these years. It is Louisiana that now faces the reality of whether or not it has the will to find means to support education to the full extent necessary.

Nicholls has achieved everything that was expected of it under the Board of Regents’ master plan for higher education. Together we have transitioned the institution to selective admissions, significantly increased the ACT (21.5) and class standing of entering students, attained an impressive record of accreditation at all levels and substantially increased the role of faculty in scholarship, research and service. Sixty percent of our students are now TOPS qualified. We have raised the first-time freshman retention rate to 66 percent from 54 percent. Our goals are for still higher rates, but the success to date is still impressive for a university that through 2005 was “open admissions.”

All of this is affecting our graduation rates. The press is currently reporting our graduation rate as 25.9%, but this is for the fall 2000 cohort, graduating by summer 2006. Our current reports to Integrated Postsecondary Education Data System (IPEDS), however, indicate improved rates of 29.8% for 2007 (2001 cohort) and 33.4% for 2008 (2002 cohort). Nicholls Office of Assessment and Institutional Research has also indicated that the graduation rate for 2009 (2003 cohort) will be reported as 34.9%. Although our rates have increased by 9 percentage points over the past three years, they are still below the national average of our peer institutions. It will not be until the summer of 2012 that we will know the full effects of the new selective admission standards and the many programs and initiatives that have been implemented and will be implemented. The fact is that we must continue to increase graduation rates to serve our students better and to protect the future of the university. To date, the university has done much to serve students through advising, tutorial, service and related initiatives. The several dozen faculty members who have gained advising certification reflect individual contributions to this effort. It is now critical that all of us focus on individual efforts to assist students to progress to degree. This involves attitude changes, faculty development, and engagement of students in the classroom or through in-service learning. Any and all individual efforts will lead to greater retention rates and higher graduation rates. The question I put to each of you is what are you doing individually? What are your departmental colleagues doing individually and together?

Finally, as I close these remarks, I must speak briefly about the Louisiana Post Secondary Education Review Commission, sometimes referred to as the Tucker Commission. The work of this group is to be completed by February 2010. During the intervening months, we will hear many rumors, challenges and questions about two- and four-year higher education. The media will cover and report the most negative of discussions before the commission. Each of us knows just how successful Nicholls State University is in support of this broad South Central Louisiana region. Speak up giving your personal examples. Share the outcomes of the recent economic impact study and improved graduation rates… do not remain quiet!

So, let our primary goals for this academic year be two-fold: first, focus on the positive and communicate that message across the university and broader communities, and second, bring that positive energy into action in support of student success and progress to degree. That is, focus on what you can do to enhance graduation rates!!!

Thank you and let’s have another successful year at this fine university!

Stephen T. Hulbert
President

Yesterday I provided you with what information I had available concerning the budget for fiscal year 2009-2010, which we officially begin today.  Later in the day, Dr. Randy Moffett provided me with the first set of figures indicating the scope of our budget cut, and I can now report that the reduction figure Dr. Moffett provided is approximately $3 million, or 8.6% of last year’s state funding.  Including our midyear budget reduction, the total reduction from the beginning of 2008-2009 is a little over $4.4 million or 12.3% of state funding.

We will now begin the allocation process for the new year.  However, most of the changes made as a result of the budget reductions will remain in place.  We have a commitment of $1.1 million to pay the faculty that were given a one year notice because their program was eliminated.  We plan to eliminate any furloughs mainly because Nicholls was the only institution in the system that did not have money last year to provide pay increases for faculty or staff.  Also, since everyone will be asked to do more, we do not want them to do it for less and in less time.  We also have areas such as insurance, contracts and utilities that will be increased without any increase in funding to cover them.
As we begin this new year, there are a few points I wish to address.  The first is that the process that we just went through was neither pleasant nor university-initiated, but it was something that we had to do in order to protect the integrity of Nicholls State University.  As a result, some campus offices today are staffed with fewer and different people than they were yesterday.  To those who are no longer with us, I offer them my sincere best wishes.  I also join the rest of the campus in thanking them for their dedicated service to Nicholls during their tenure.  We wish them well as they seek new opportunities.

To those who have moved to different positions on campus, I also wish you success in your new position.  While your former co-workers will miss you, you have an opportunity to continue making valuable contributions to our success in pursuing the educational mission of Nicholls State University.  I hope that you find satisfaction in your new role.

Finally, I want to stress that this is not a time for any of us to turn away from our commitment to this university.  While we do hear talk of additional cuts to higher education in the near future, we must go about our daily work in pursuit of excellence in educating our students and in serving our region.  I want you to know that my commitment to this university is just as strong and my hope for its future is just as positive as the day that I arrived and assumed its presidency six years ago.  While the challenges may be greater and the future somewhat uncertain, I want to join each of you in making Nicholls the best regional institution that it can possibly become.  We owe the students and the people of this region nothing less.

Stephen T. Hulbert
President

I know that most of you, like me, have followed the news reports about the just-concluded legislative session in Baton Rouge with a mixture of hope and apprehension. We all hoped that the governor’s proposed cuts to our university’s budget for 2009-10 might somehow be restored, and that the budget reduction plan I announced this spring might not have to be implemented to its full extent.

Thankfully, higher education in our state has been spared the full brunt of the proposed budget cuts. Even though the state has managed to restore some of the funds we were warned might be taken away, the cuts are a fact and they are going to have a significant effect.  The state is no longer providing a level of support that enables Nicholls to fully fund our educational programs and pay our operating expenses as we have in recent years.

None of us will know the precise amount of state funding for higher education in 2009-10 until the governor signs the new state budget into law. When he does, the Board of Regents will work with the board of the University of Louisiana System to determine how state funds will be allocated among Nicholls and its sister institutions.  Only then will we know exactly how much money Nicholls stands to receive—and how much our budget reduction will be—for the fiscal year that starts July 1.

I regret to say that we must implement the campus budget reduction plan as it stands. The uncertainty of the 2009-10 and future state budgets, the funding of salaries and fringe benefits for the 20 faculty that were given a one year notice, the ever-increasing costs for such expenses as insurance and utilities—all of these factors mean that Nicholls must curtail spending, even though the cuts in state funding for our university may not be as severe as had been indicated.

As soon as we learn more, I will give you an update. Until then, we must prepare ourselves to accept the changes that are about to happen at Nicholls.

Stephen T. Hulbert
President

Last week, this office released the entire Nicholls State University Budget Reduction Plan, 2009-2010 to the University community and beyond.  That plan, as previously submitted to the Board of Supervisors of the University of Louisiana System, did not include the detail of specific academic programs and administrative services that were subject to elimination or reduction in size nor did it list the specific faculty and staff that were being affected.

Since last Friday, my senior administrative colleagues and I have been notifying affected faculty, administrators, and staff.  Our intent was to allow those Nicholls colleagues to hear the difficult news from us rather than through Baton Rouge or the media.  While that process of notification is continuing, we are now releasing a more specific listing of programs, services and positions affected by the budget reduction initiative.

Please note that while identifying positions to be affected, we are still not naming individuals.  This approach is being taken because we consider the actual personnel transactions to be covered by privacy requirements through action to be approved by the University of Louisiana System Board of Supervisors.

One final point needs to be made here and that is the reality that the $5.3 million Budget Reduction Plan contains $1,062,365 of tenured and tenure-track faculty each of whom require one year of notice.  As such, the Nicholls budget plan is not balanced.  If there is no reduction to the proposed budget cut, steps will have to be taken to cut the University budget another $1,062,365 or to generate and/or identify other revenue sources.

Every effort is being made to work with current and newly applied students who are affected by these program eliminations.  We are writing directly to each new student indicating that we will work to find another appropriate area of study.  For current students, we are indicating that they have until May 2010 to complete major course work toward their degree requirements and until May 2012 to complete the remaining requirements (general education and/or electives).  Each affected student is being referred to the Academic Advising Center for personalized service focused on their particular needs.

As indicated in past communications, none of us know what the funding outcome will be for the 2009-2010 fiscal year ahead.  Nicholls State University remains a strong, healthy university.  It is the state of Louisiana that is financially challenged and forcing these difficult budget reductions on the University, its staff and students.  Together we will work to minimize to the greatest extent possible the impact of this loss in state support upon the University, its programs, staff and students.

Download:

• Summary of budget actions general (PDF)
• Summary of budget actions general (DOC)

It has been more than a week since the Jindal Administration submitted its 2009-10 Executive Budget to the legislature and, in doing so moved to cut higher education by $219 million.  As part of administrative strategy, the total higher education allocation was assigned to the Board of Regents, with the charge that the Regents allocate the revenues, or shall we say, the budget reduction across the state’s two and four year institutions.

Over the past seven days, I have awaited formal guidance of some sort from either the Board of Regents or our own University of Louisiana System.  I have now heard from Dr. Randy Moffett, President of the University of Louisiana System, providing the general direction that we move to plan against the lower 15.8 percent budget reduction figure that was provided in January.

To that end, a two pronged participatory process is being undertaken involving faculty, staff and student leadership.  First, Dr. Carroll Falcon, Provost and Vice President for Academic Affairs, has initiated a review of academic programs through Faculty Senate.  This process will permit faculty comment and suggestions against a defined set of planning criteria and a very brief response period.

At the same time, each of the administrative divisions will undertake a review of all administrative and student support services.  That review will include Intercollegiate Athletics, the academic centers, Upward Bound and the overall organizational structure of the University.  Representatives of constituent groups, the Student Government Association, Faculty Senate, the Unclassified Staff Advisory Council, and the Classified Staff Advisory Committee, will be invited to offer comments and advice during this review.

Several weeks ago the University introduced a question and answer vehicle at http://www.nicholls.edu/president/your-questions-answered, as a means of inviting students, faculty, and staff alike to make inquiries and to ask questions.  I encourage use of this communication vehicle, especially as it relates to cost containment and/or efficiency measures.
You may have learned through media coverage that the Jindal Administration’s cut to higher education amounts to 7.7 percent.  However, if one considers just state appropriation, and that has been the means of comparison in past years, the cut is 15.8 percent.  It becomes a 19.7 percent reduction against that of 2008-09 when one takes into account the 4.6 percent mid-year cut of January 2009.

Like many of you with whom I have spoken over the past week and more, I too, cannot believe that “at the end of the day” the Jindal Administration and/or the state legislature will implement such a drastic and damaging reduction in support of higher education, its people, programs and services.  This is especially the case when one listens to the leaders of the state talk about their continuing commitment to economic and workforce development, and to holding higher education to the established standards of performance and accountability, i.e. higher graduation rates and shorter lengths of time to graduation, among others.

In any event, as the time is short before the beginning of the new fiscal year on July 1, 2009, specific measures now have to be taken and, in very short order, in order to consider budget reductions at all levels across the academic program and the administrative support services.  Only in this way will we protect the academic integrity of the university and best serve its students and staff.

Two weeks ago, I shared summary information on the damage that would be caused to Nicholls State University by either an additional 28.5% or 15.8% reduction in state funding.

While I believe that it is unlikely that these draconian reductions will become a reality, I do believe that some additional cuts may well lie ahead.  Since reductions of any magnitude, if spread “evenly” throughout all units and disciplines, would be damaging to the entire university, areas considered must be those which, although a major element of the university, are not part of the core mission of Nicholls.  We must protect, as much as possible, the disciplines and service units that have made Nicholls the viable institution for this region that it has been for many years.  These include those that contribute to our status as SREB 4-Year IV institution, our general education core and the disciplines that are the major source of an educated workforce in this region.  However, please know that should further budget reductions becoming necessary, the Nicholls community will be involved in any necessary planning once any actual decrease is known.

I will continue to inform the university community of the situation as it changes.  To assist in that communication effort, we have set up a site linked to our Nicholls Web Site which will allow questions and comments from the Nicholls community.  Community members can get to “Your Questions Answered” through the Nicholls Homepage, under Administration and Faculty; University Administrators; President; Your Questions Answered or directly through the link http://www.nicholls.edu/president/your-questions-answered. The answer to your question will be posted on this link for all to see.

Below are some key “Talking Points” that community members may want to include in any oral or written communication regarding budget cuts.  We have included the contact information for the local legislators and the governor as well as how to get the contact information for any other legislator.

Nicholls Dilemma:

Number One Issue – Banner Funding (Required to Update Hardware/Software)

• First Year Funding – Approved for 2006-07 at $1.7 million with support of Office of Information Technology, University of Louisiana System Board of Supervisors, Louisiana Board of Regents and the then Blanco Administration.
• Remaining $3.7 million approved by the State’s Office of Information Technology, the University of Louisiana System Board of Supervisors, and the Louisiana Board of Regents but was not included in the Jindal Administration’s 2008-09 Budget Request.
  • The lack of this funding has tied up Academic Enhancement Fund Reserve monies for next 3 years and put the University on the edge of financial exigency.
  • The remaining cost of this initiative has now increased to $4.1 million.
• CRITICAL – $4.1 million from last year’s surplus!!

Nicholls did not receive any of the $34 million of new four-year higher education dollars in 2008-09 to reach the regional average in state funding.

• No flexibility – Perhaps the only university with no faculty and staff pay increase.
• Required to institute “soft” hiring freeze prior to governor’s request because of Gustav and Rita, which impacted enrollment, revenue from canceled athletic events, university closed for over a week, and damage to the university.
  • This prevented using a hiring freeze to help in the 4.6% mid-year budget cut.
  • Any further cut would affect personnel and students directly – Even an additional 3.5% reduction would include the possible elimination of 5 academic programs and the reduction of two others involving approximately 10 faculty/staff positions with a direct impact on at least 120 students!

Higher Education’s Dilemma:

We have been asked to prepare for an additional 15.8% cut to state funding as well as a 28.5% reduction.

These requests are in addition to the 4.6% reduction in state funding that was implemented recently as a mid-year reduction.  That is, we are starting the new year with a 4.6% budget reduction from the beginning of the 2008-09 fiscal year.

The accumulative result of the two scenarios would be approximately a reduction of 20% to 30% of state funding to higher education.

The projected shortfall of $2 billion is less than 7% of the $30 billion state budget.

Higher education is being asked to prepare for over a 30% reduction!

Any further budget reduction does not indicate that higher education is a top priority in this state, even at a time when need for a more educated work force is necessary to improve the state’s economic future!

Based on the latest figures from the Southern Region Educational Board (SREB) for 2007-2008 school year,

• Louisiana’s state funding per full-time student for 4-year colleges and universities ranked 9th highest of the 16 states in SREB at 96% of the average funding.
• Combined with the second lowest tuition rate (64% of average),
• The total funding for higher education in Louisiana ranked next to last (West Virginia) in total revenue (82% of average).  Even $3,031 less per student than Mississippi!
• With a 30% reduction in state funding we would rank next to last in state funding (67% of average) and dead last in total funding (65% of average) per student!
• Even a 10% reduction (5.4% on top of the 4.6% already realized) would put our state funding 13th of the 16 states (86% of average) and again dead last in total funding (77% of average)!
• Even a 7% overall reduction (2.4% on top of the 4.6% already realized) would still have Louisiana dead last in total funding (78% of average)!

A primary problem is that higher education and health and hospitals are the only major state units whose funding is NOT constitutionally protected.  That is why we get a disproportionate share of any budget reduction!

This would obviously have a devastating effect on student’s progress and success as well as their access to higher education.  Also, the effects on faculty and staff and the region and state would be devastating.

What can we do?  We can notify our legislators and governor’s office by email and/or letter (see attached) not only letting them know our concerns, but also to give them ideas of some things that might be looked at to reduce the effect on higher education.

Possible elements to consider

• Allow for the management boards of higher education to regulate tuition.  We are the only state that requires a 2/3rds vote of the legislature to increase tuition.
• Make TOPS a fixed stipend (say $1,500 per semester for 4-year universities) regardless of which university the student attends and regardless of the tuition at that school.
• Use some stimulus money to offset reduction in higher education’s state funding.
• Convene a Constitutional Convention to aid in prioritizing funding so that reductions could be spread more evenly across all units.  Of course, this will not solve the short term problem, but could help in future downturns in revenue.
• Do what can be done to spread the budget reduction more evenly throughout all units of state government.  A 7% reduction (2.4% on top of the 4.6% already cut) would be less devastating.
• Use some of the over $800 million of surplus still available from last year to help stave off this disaster.
• After the above surplus funds from last year are expended, the “rainy day fund” could be tapped for over $250 million.  It is certainly raining!

Any comments or correspondence in this matter should be polite, to the point, only to the specific legislator, and in your own words.  They will listen to their constituents!

Attached is the contact information for several of our area legislators as well as the web sites for the governor’s office and all legislative contact information.  Please contact them!

Thank you for your contributions to the Nicholls community and please continue your efforts as we work our way through this tough situation.

Download: 2009 Contact Information for Louisiana Governor and Legislators (PDF)

The University of Louisiana System office will submit its 2009-2010 proposed budget reduction working document and those of its eight member institutions to the Division of Administration on Monday, February 9, 2009.  I want to give the Nicholls campus a preview of the working document submitted to the University of Louisiana System.

As instructed by the Jindal administration, Nicholls created two scenarios: one detailing the impact of a 15.8 percent or $4.7 million budget reduction and the other detailing the impact of a 28.5 percent or $8.6 million budget reduction.

Either would have a devastating impact on Nicholls and everyone it serves. Obviously, programs and personnel would be affected immediately should these situations occur, and we can only begin to try to project the long term effect not just on students, but on the entire region served by Nicholls.

The working document outlines the worst-case scenario, a 28.5 percent budget reduction that would result in the elimination of 17 academic programs, two student service centers and four academic support services. Reductions would be made to four academic services, six support services and 11 operational/administrative support services. A total of 123 employees would be affected:  45 faculty, 37 unclassified staff and 41 classified staff.

The working document also outlines the 15.8 percent budget reduction that would result in the elimination of eight academic programs, one student service center and one academic support service. Reductions would be made to three academic programs, two academic services, three support services, one student service center and nine operational/administrative support services. A total of 58 employees would be affected:  23 faculty, 15 unclassified staff and 20 classified staff.

We must keep in mind that this was created and compiled hastily to meet the criteria requested by the Jindal administration and any implementation of a budget cut at any level will require much thought, planning and input from interested parties before being finalized. When all is said and done, it is not likely that what we have submitted will become reality.

I want to caution students, faculty and staff from “jumping to conclusions” prior to any actual action that may be taken. Again, no actions of any kind have been finalized, nor will they be, before involving the Nicholls community.

I will continue to keep you informed as events occur.

Stephen T. Hulbert
President

The university community is beginning to feel the results of the mid-year budget cuts on programs and services.  As I said at Faculty Institute, as well as in conversations with the student, staff, and faculty leadership, while we are seeing the impact of those cuts, we are also seeing new spending initiatives.  For many individuals, not involved in the day-to-day operation of the university, there may seem to be an inconsistency between budget cuts campus-wide and the expenditure of resources for new projects and initiatives.

It is important to understand that funding for each of these initiatives comes from dedicated funds that cannot be reallocated to the mid-year budget cut or to any future budget reduction that may be imposed by the state.  Examples include the following:

1. Beauregard Hall is now undergoing a complete renovation through a state provided capital outlay fund of 14.9 million dollars.
2. The residence hall project is nearing completion with the final stages of clean up after removal of the four old buildings.  The land in question will be graded with new sidewalks and lighting added for the safety of community members.  A coffee shop will be constructed on the corner of Madewood and Ardoyne Drives across from Cheramie and Gouaux Halls, as the final step in this bond funded auxiliary initiative.
3. The clean up and repair work required to correct for damages resulting from Hurricanes Gustav and Ike will lead to the installation of new athletic scoreboards and lighting, a new electronic sign at the front of the campus, on-going roof repair and replacement on dozens of remaining roofs, and the replacement of damaged maintenance facilities.  All of this work is covered by insurance.
4. Nicholls received a special state allocation of 4.6 million dollars for deferred maintenance projects.  Over forty (40) projects are planned involving the majority of buildings on campus. Projects will be combined where feasible to take advantage of cost savings and to maximize the number of projects that we can complete.  Projects include:  HVAC/mechanical repairs and replacement, numerous fire alarm and ADA upgrades, and some structural repairs.  The two most notable projects are the replacement of the HVAC system in Gouaux Hall at a cost of $1.6 million, and the replacement of the passenger lift at Talbot Hall with an ADA compatible elevator at a cost of $600,000.

The above are just a few of the more visible projects that are under way or will be completed in the months ahead.  It is important to me that you are aware of these projects and the procedures and policies that drive them.