CALIFORNIA STATE UNIVERSITY, NORTHRIDGE
EDUCATIONAL RESOURCES COMMITTEE
__
MINUTES OF MEETING 05-13-2014
APPROVED BY COMMITTEE 09-09-2014
Sub. To Exec. Comm.
Approved by Exec. Comm.
Sub. To Acad. Senate
Approved by Acad. Senate
POLICY ITEMS
Members Present: Debi Prasad Choudhary, Nazaret Dermendjian, Michael Hoggan, Yanbo
Jin, Garry Lennon, Linda Noblejas (recording), Jerry Schutte (Chair), Diane Stephens, Ward
Thomas
Member Excused: Doris Helfer, Greg Knotts, Veda Ward
Guests: Barbara Gross, Harry Hellenbrand
1. Call to Order
The meeting was called to order at 2.05 p.m.
2. Approval of the Agenda
The agenda was approved by consensus.
3. Approval of the Minutes from April 15, 2014
The minutes of the April 15, 2014 meeting were approved with two abstentions.
4. Chair’s Report
A. Electronic Coursework Resolution - Schutte reported that the finalized resolution
from the Joint ERC/ATC meeting was submitted to Senate Executive Committee and
was approved to be presented to Faculty Senate last month. There were a number of
issues that were raised by the faculty and it was then tabled to the May meeting.
Both Schutte and Sales contacted some of the faculty that raised the concerns and
incorporated their concerns in the resolution. It was then presented to Faculty Senate
with the changes on May 8th and it was approved (Attachment A). The approved
resolution on the electronic submission of coursework is now posted on the Faculty
Senate website.
B. Ad Hoc Committee on Office Space Study – Schutte reported that an Ad Hoc
Committee on Office Space was created due to the recommendations on the report
that was submitted to the Provost by the Ad Hoc Committee on Academic Space
Planning (ADCASP). The ADCASP, composed of junior faculty from each college,
met nine times last semester to do an analysis of spaces (classroom, labs, office, and
research) on campus and was charged to write a report with recommendations for the
1|Page
effective and efficient use of space on campus. From that report came two
committees: one for labs and one for office space. The Ad Hoc Committee on Lab
Study has done an RFP for consultants to look at the allocation of labs on campus and
determine how labs are used and how they are classified. The Ad Hoc Committee on
Office Space Allocation, of which Schutte and Stephens are members, has met twice
and met with the Council of Chairs in an effort to discuss best practices as well as
raise issues such as occupying double offices for faculty who are chairs, FERP faculty
having full offices, opportunities for doubling offices for research space, etc. We will
have more information on these in the fall.
C. Commencements – Schutte stated that graduation has been changed from eight to six
events. Students were told that they will receive four tickets and Ticketmaster will
provide the tickets. There were a lot of graduating students that never received an
email informing them that they have to log on to Ticketmaster. Thus, they did not get
any tickets. He said that a letter has been sent to Vice President Watkins with some
concerns about commencement. Students are generally upset about the change in the
commencement proceedings as well as the ticketing process.
Stephens stated that at Provost’s Council they were updated that people without
tickets will get some seats at venues where the commencement will be broadcasted.
There were five large lecture rooms that will be used for the overflow. Tickets will
not be required at those venues.
5. Election of Chair
Nazaret Dermendjian was nominated and voted by acclamation to be the new Chair for
the Educational Resources Committee for a one-year term, starting in September 2014.
Discussion followed on suggestions of issues or items that can be brought to the agenda
for next semester. Stephens stated that as a tradition the Provost attends the meeting in
May and in October and provides an update on the budget and faculty hiring in May and
an update on enrollment in October. Some of the suggestions are to bring the new
Executive Director of the Valley Performing Arts Center to talk about his goals for the
Center, how to build the infrastructure as the campus grows, etc.
6. Executive Secretary’s Report
A. Budget Process for 2014-15 – The University, for the first time in several years, is
having a budget process where requests for funding can be submitted. The decision
was made in every division not to broadcast the submission of funding requests
because of the large backlog of funding needs of which everyone is already aware.
Academic Affairs is requesting enrollment funding and base funding for faculty
positions which were not regularized in the 11-12 hiring process. Academic Affairs
is also requesting an initiative to fund equipment and facilities projects that have been
2|Page
in the list of projects submitted in the past. Each of the colleges was asked to take a
look at the summary list of unfunded projects and see what they can fund from the
carry forward balances at year-end and from the Lottery funds with the balance
requested from the University.
B. Update of IRA and Campus Quality Fee Processes – Stephens mentioned that she is
on the Instructional Related Activities (IRA) Board and this year the Board received
requests for $2.8M but have only $1.8M to fund after items that are fixed such as
accounting fees, athletics scholarships, etc. There are a lot of unhappy people that
submitted requests because there was not enough money to fund all. There are some
that are not ineligible for IRA and Academic Affairs is picking up some of those
requests.
Stephens also gave an update on Campus Quality Fee. This committee,
predominately composed of students, is very busy making sure they make wise
recommendations.
C. Lab Study Update – The committee is working on the selection of the vendor and
coordinating the activities of the vendor to study all of the lab spaces. The space is
being defined as anything that is not administrative space, an office, faculty office,
lecture room or a field. All other Academic Affairs spaces are considered lab space.
There were four qualified vendors and one has been selected. The committee had a
good discussion with them and the contract and the scope of work are being
negotiated. The desire is for the vendor to physically walk the campus during the
summer and use the GIS mapping of all campus spaces as part of the inventory. Any
spaces that are not obvious, will require interviews with affected faculty or staff. The
committee will be meeting with administrative councils of the colleges to talk about
the process. The goal is to finish the work by the end of the fall semester.
Stephens also updated everyone on the office study as mentioned by Schutte. The
Academic Resources staff is physically walking spaces that are not clearly defined
and she also has asked the Managers of Academic Resources to find the stations in
the shared spaces. They were asked to identify spaces that have multiple desks to
count the spaces to make sure they match with our FTES.
D. Room Utilization – The Ad Hoc Committee on Academic Space Planning only had
2012-13 utilization data available. She showed the data that was shared at Provost’s
Council for 2013/14 (Attachment B). The data for Fall 2013 shows a slight
underutilization of lecture rooms. Locked rooms were under as well but large lecture
rooms and labs were generally okay. In Spring 2014, it shows below standards due to
the non-admission of transfer students. The Chancellor’s Office does not audit the
campus if space is underutilized. It also does not take into account the rooms that are
used for the weekend. The internal utilization studies also include rooms that are
primarily used for other purposes, such as conference rooms, so the data is sometimes
3|Page
skewed by that. The Chancellor’s Office only uses the standard Monday to Friday
classes.
Our room utilization all in all is fine. However, there are some inaccuracies in the
data that needs to be carefully looked at. The data coming from SOLAR needs to be
cleaned up as it shows that there are 240 lecture rooms but in reality there are 211
rooms. Some of the labs are labeled incorrectly in terms of capacity that needs to be
fixed. Locked rooms are commonly a problem as well because they are
underutilized.
7. Budget and Faculty Hiring – Provost Harry Hellenbrand presenting
The Provost stated that the Governor released the May Revised Budget today. Overall,
the CSU Budget will be fine. He stated that it will be interesting to see if there will be
money for salaries in the budget. On campus, the budget really looks good at this stage.
It is expected that our campus budget at year-end will be in the black again. The big
change for us over the last couple of years is that we are doing more faculty hiring using
both permanent funding and non-permanent funding. This year, Vice President Donahue
has worked hard to make the budget transparent where all funds can be tracked.
Hellenbrand suggested the Committee invite Vice President Donahue to speak to the
group again in the fall.
There will be approximately 70-80 hires next year. The campus has about 50-50 tenure
track and part-time faculty. CSUN operates some ways different from the rest of the
CSU where we work out the teaching loads of the faculty. In some ways, the status is
more favorable if one is part-time rather than full-time. He wants to encourage people to
do conversion to tenure track positions and to speak with Whiting and get the position
description available. Discussion ensued on the money piece for the conversion of parttime faculty to tenure track, where the conversion is yearly or for three-year
appointments, and seniority for those part-time faculty that have three year contracts.
Hellenbrand also stated that new space will not be available to campus because the state
does not have any capital bonds available. This is a statewide issue right now.
As for enrollment, Hellenbrand shared that we are going to have a slightly fewer
freshmen in Fall 2014 than this year. A bumper crop of transfer students will be coming
because application was closed in the spring. Freshmen application will be down.
However, international student applications will likely be robust.
8. Multi-Year Analysis of Reassigned Time
Stephens showed the Multi-Year Analysis of Reassigned Time (Attachment C). She
stated that the report is in two parts as shown in the chart. One section shows the
reassigned time by category and the other is reassigned time by college. The reassigned
time is based on the current replacement rate of $1689 per unit, so it adjusts for real
4|Page
dollars over time. The analysis does not include research and department chairs.
Discussion followed on questions regarding the research money that will be raised for the
Nazarian College of Business and if it will be part of released time fund or TUC fund,
APDB and SFR, instructional experimentation, and faculty fellows. It was suggested to
invite Huber to the next meeting to talk about APDB.
.
9. Annual Report 2013-2014 (Attachment D)
The Annual Report for 2013-2014 was approved with the corrections noted by the
members.
10. Adjournment
The meeting was adjourned at 4:00 p.m.
The next ERC meeting will be on Tuesday, September 9, 2014 at 2:00 – 4:00 p.m. in UN
211.
Note: The Resolution on the Electronic Submission of Coursework was approved
by the Faculty Senate on May 8, 2014. (Attachment A).
5|Page
_____________________________________________________________
Faculty Senate Office
Phone: 818/677-3263
FAX: 818/677-7174
California State University, Northridge Faculty Senate
RESOLUTION ON THE ELECTRONIC SUBMISSION
OF COURSEWORK
(Approved by the Faculty Senate, May 8, 2014)
WHEREAS, the Campus Sustainability Plan calls for reduced printing
across campus; and
WHEREAS, an Ad Hoc Committee on Lab Printing has presented
recommendations, accepted by the Provost’s Council, to provide access to
printing in Academic Affairs computer labs, with a default of duplex (twosided) printing and a uniform printing quota for students; therefore be it
RESOLVED: that the Faculty Senate join the Academic Technology
Committee and the Educational Resources Committee in recommending
that, at the discretion of the individual instructor, faculty allow students to
submit papers and other assignments electronically (e.g. email, learning
management system); and be it further
RESOLVED: that the Faculty Technology Center continue to offer support
and specific instruction to faculty who wish to become more proficient in
electronic grading of submitted papers and other assignments. The Senate
encourages the allocation of resources (including reassigned-time) in
support of faculty who seek such instruction.
Attachment B
Facility Id
AC334
AC335
AK238
BH304
BH310
BH312
BH313
BH314
BH315
BH316
BP3100
CR5114
CR5117
CR5118
CR5119
CR5122
CR5123
CR5124
CR5125
CR5126
CR5127
CR5208
CR5209
CY103
CY105
CY111
CY113
CY119
CY215
CY217
CY265
CY266
CY270
ED1117
ED1121
ED1122
ED1123
ED1125
ED1126
ED1127
ED1129
ED1130
ED3111
ED3113
ED3115
ED3117
EDE106
EH2028
EH2132
EH2221
EH2225
EH2227
EH2228
JA100
JD1551
JD1552
JD1553
JD1555
JD1563
JD1593
JD1609
JD1610
JD2520
JD2522
JD2524
JD2528
JD3502
JD3504
College
Allocation
CAMC
CAMC
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CSM
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
EDUC
CSM
CSM
CSM
CSM
CSM
CSM
CHHD
CECS
CECS
CECS
CECS
CECS
CECS
CECS
CHHD
CHHD
CHHD
CHHD
CHHD
CECS
Facility Type
LOCK
LOCK
CONF
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
LOCK
LCTR
LOCK
LOCK
OTHR
LOCK
LOCK
LOCK
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LOCK
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
Morning_8a
m_2pm
22.0
11.0
1.3
23.3
21.2
24.6
23.4
22.8
22.8
18.7
15.5
13.7
21.6
13.5
10.8
25.5
19.2
16.8
23.0
9.4
22.9
19.2
2.5
2.8
15.5
10.0
17.8
0.0
1.7
11.1
9.2
7.5
6.7
21.9
12.7
16.1
9.2
10.7
17.8
10.0
20.3
13.9
0.0
11.8
10.4
10.3
0.0
15.2
21.1
15.2
24.8
21.3
20.8
25.5
19.7
15.2
18.7
20.4
18.6
16.5
21.1
17.1
22.9
15.5
15.3
18.0
19.7
15.3
Morning
Utilization
73.3%
36.7%
4.2%
77.5%
70.6%
81.9%
78.1%
75.8%
75.8%
62.2%
51.7%
45.6%
71.9%
45.0%
36.1%
85.0%
63.9%
55.8%
76.7%
31.4%
76.4%
63.9%
8.3%
9.2%
51.7%
33.3%
59.2%
0.0%
5.6%
36.9%
30.6%
25.0%
22.2%
73.1%
42.2%
53.6%
30.6%
35.6%
59.2%
33.3%
67.5%
46.4%
0.0%
39.4%
34.7%
34.4%
0.0%
50.6%
70.3%
50.6%
82.5%
70.8%
69.4%
85.0%
65.6%
50.6%
62.2%
68.1%
61.9%
55.0%
70.3%
56.9%
76.4%
51.7%
50.8%
60.0%
65.6%
50.8%
Afternoon
_2pm_7p
m
13.0
9.5
0.0
12.7
13.1
13.3
7.5
10.0
9.3
15.5
2.5
14.0
14.8
10.3
6.0
16.8
13.5
12.9
12.8
6.7
12.5
12.3
10.5
4.4
5.3
4.4
6.7
0.0
0.0
5.0
1.7
1.7
0.0
13.8
13.6
12.8
13.5
14.6
17.5
12.3
18.3
11.5
8.3
10.3
16.3
16.2
2.5
19.0
15.3
7.5
10.3
10.0
7.7
16.0
19.6
10.5
17.8
13.4
16.1
15.1
16.8
17.6
11.4
16.9
16.1
13.6
18.8
12.8
Afternoon
Utilization
52.0%
38.0%
0.0%
50.7%
52.3%
53.3%
30.0%
40.0%
37.0%
62.0%
10.0%
56.0%
59.0%
41.0%
24.0%
67.3%
54.0%
51.7%
51.3%
26.7%
50.0%
49.0%
42.0%
17.7%
21.3%
17.7%
26.7%
0.0%
0.0%
20.0%
6.7%
6.7%
0.0%
55.3%
54.3%
51.0%
54.0%
58.3%
70.0%
49.0%
73.0%
46.0%
33.0%
41.3%
65.3%
64.7%
10.0%
76.0%
61.0%
30.0%
41.0%
40.0%
30.7%
64.0%
78.3%
42.0%
71.0%
53.7%
64.3%
60.3%
67.0%
70.3%
45.7%
67.7%
64.3%
54.3%
75.0%
51.0%
Evening_7p
m_10pm
3.5
7.0
0.0
5.5
4.4
5.5
0.0
8.3
0.0
8.3
0.0
1.5
1.5
1.5
1.5
5.5
0.0
1.5
1.5
0.0
0.0
1.5
0.0
5.5
3.3
0.0
2.8
5.5
0.0
0.0
0.0
0.0
0.0
8.3
7.0
11.1
11.0
8.0
9.3
8.3
8.3
8.3
5.5
11.1
11.2
8.3
0.0
3.0
5.3
0.0
0.0
0.0
0.7
11.0
11.0
5.5
8.3
11.0
8.3
8.0
5.5
8.0
8.3
11.0
10.5
8.3
10.5
8.3
Evening
Utilization
23.3%
46.7%
0.0%
36.7%
29.4%
36.7%
0.0%
55.0%
0.0%
55.0%
0.0%
10.0%
10.0%
10.0%
10.0%
36.7%
0.0%
10.0%
10.0%
0.0%
0.0%
10.0%
0.0%
36.7%
21.7%
0.0%
18.3%
36.7%
0.0%
0.0%
0.0%
0.0%
0.0%
55.0%
46.7%
73.9%
73.3%
53.3%
61.7%
55.0%
55.6%
55.6%
36.7%
73.9%
74.4%
55.0%
0.0%
20.0%
35.0%
0.0%
0.0%
0.0%
4.4%
73.3%
73.3%
36.7%
55.0%
73.3%
55.0%
53.3%
36.7%
53.3%
55.0%
73.3%
70.0%
55.0%
70.0%
55.0%
Weekly
Room Hrs
38.5
27.5
1.3
41.4
38.7
43.4
30.9
41.0
32.0
42.4
18.0
29.2
37.8
25.3
18.3
47.8
32.7
31.2
37.3
16.1
35.4
32.9
13.0
12.7
24.1
14.4
27.2
5.5
1.7
16.1
10.8
9.2
6.7
44.0
33.3
39.9
33.7
33.3
44.5
30.5
46.8
33.8
13.8
33.3
37.9
34.8
2.5
37.2
41.6
22.7
35.0
31.3
29.2
52.5
50.3
31.2
44.7
44.8
42.9
39.6
43.3
42.7
42.6
43.4
41.8
39.8
48.9
36.3
% of
Overall_Hrs_ Standard Rm
utilization
Hrs
Expected
55.0%
72.6%
39.3%
51.9%
1.8%
5.7%
59.2%
78%
55.2%
73.0%
62.0%
81.9%
44.2%
58.3%
58.6%
77.4%
45.7%
60.4%
60.6%
80.0%
25.7%
34.0%
41.7%
55.0%
54.0%
71.4%
36.1%
47.6%
26.2%
34.6%
68.3%
90.3%
46.7%
61.6%
44.5%
58.8%
53.3%
70.4%
23.0%
30.3%
50.6%
66.8%
47.0%
62.1%
18.6%
24.5%
18.1%
23.9%
34.4%
45.4%
20.6%
27.2%
38.8%
51.3%
7.9%
10.4%
2.4%
7.6%
23.0%
30%
15.5%
20.4%
13.1%
17.3%
9.5%
12.6%
62.9%
83.0%
47.5%
62.7%
57.0%
75.3%
48.1%
63.5%
47.5%
62.7%
63.6%
84.0%
43.6%
57.5%
66.9%
88.4%
48.2%
63.7%
19.6%
25.9%
47.5%
62.7%
54.2%
71.5%
49.6%
65.6%
3.6%
4.7%
53.1%
70.1%
59.4%
78.5%
32.4%
42.8%
50.0%
66.0%
44.6%
59.0%
41.7%
55.0%
75.0%
99.1%
71.8%
94.8%
44.5%
58.8%
63.8%
84.3%
64.0%
84.6%
61.3%
81.0%
56.5%
74.7%
61.9%
81.8%
61.0%
80.5%
60.8%
80.3%
62.0%
81.9%
59.8%
78.9%
56.9%
75.2%
69.9%
92.3%
51.8%
68.4%
Total
Sections
Sched
7
5
1
19
16
16
17
16
12
13
7
11
18
12
11
21
18
12
17
7
21
14
6
6
10
8
11
4
1
7
8
6
5
25
14
15
14
17
19
14
17
12
5
15
16
15
1
14
18
21
16
17
18
23
20
15
19
19
23
18
20
19
18
19
23
16
28
16
Total Avg
Enroll
23.7
18.8
18.0
29.5
28.3
30.4
30.1
28.8
28.6
30.2
93.3
28.2
24.9
26.0
27.4
116.5
31.4
27.0
90.9
48.0
46.7
27.5
22.2
9.0
42.1
24.3
33.0
8.0
8.0
25.6
20.8
34.8
18.8
22.0
16.2
21.4
20.4
14.7
23.4
20.6
24.4
19.3
16.2
16.1
16.2
19.7
11.0
35.5
115.0
29.8
71.1
44.4
48.7
118.1
32.7
22.7
28.3
29.4
26.8
25.9
26.4
27.6
24.5
22.7
22.0
27.0
35.9
32.7
Room
Capacity
40
32
25
45
45
45
39
39
39
55
100
40
38
38
38
155
40
40
120
76
59
40
30
39
49
55
45
30
38
40
25
40
24
50
27
36
27
27
36
42
35
40
25
30
25
40
18
48
130
49
78
78
75
150
65
25
48
47
37
31
32
45
38
30
33
36
65
49
Station
Occupancy
%
59.3%
58.8%
72.0%
65.5%
62.9%
67.5%
77.1%
73.9%
73.3%
54.8%
93.3%
70.5%
65.5%
68.4%
72.0%
75.1%
78.6%
67.5%
75.7%
63.2%
79.1%
68.8%
73.9%
23.1%
85.9%
44.1%
73.3%
26.7%
21.1%
63.9%
83.0%
87.1%
78.3%
44.1%
60.1%
59.4%
75.7%
54.5%
65.1%
49.0%
69.7%
48.1%
64.8%
53.6%
64.8%
49.2%
61.1%
74.0%
88.5%
60.8%
91.1%
56.9%
65.0%
78.7%
50.2%
90.9%
58.9%
62.6%
72.5%
83.7%
82.5%
61.4%
64.5%
75.6%
66.8%
75.0%
55.2%
66.7%
Weekly
Station Hrs
22.8
16.2
0.9
27.1
24.3
29.3
23.8
30.3
23.5
23.3
16.8
20.5
24.8
17.3
13.2
35.9
25.7
21.0
28.3
10.2
28.0
22.6
9.6
2.9
20.7
6.4
19.9
1.5
0.4
10.3
9.0
8.0
5.2
19.4
20.0
23.7
25.5
18.1
29.0
14.9
32.7
16.2
8.9
17.8
24.6
17.1
1.5
27.5
36.8
13.8
31.9
17.8
18.9
41.3
25.2
28.3
26.3
28.1
31.1
33.1
35.8
26.2
27.5
32.8
27.9
29.9
27.0
24.2
% of
Standard
Station Hrs
Expected
65.2%
46.2%
5.1%
78%
69.5%
83.7%
68.1%
86.5%
67.0%
66.4%
48.0%
58.7%
70.8%
49.4%
37.7%
102.7%
73.4%
60.1%
80.8%
29.0%
80.0%
64.7%
27.4%
8.4%
59.1%
18.2%
56.9%
4.2%
2.0%
29%
25.7%
22.8%
14.9%
55.4%
57.1%
67.8%
72.8%
51.7%
82.7%
42.7%
93.3%
46.4%
25.5%
50.9%
70.1%
48.8%
4.4%
78.5%
105.1%
39.4%
91.1%
50.8%
54.1%
118.1%
72.1%
81.0%
75.1%
80.2%
88.9%
94.7%
102.1%
74.9%
78.4%
93.8%
79.8%
85.4%
77.1%
69.1%
Univ Seat
Util (based
on 23
sections)
18.0%
12.8%
3.1%
54.1%
43.8%
47.0%
57.0%
51.4%
38.2%
31.0%
28.4%
33.7%
51.3%
35.7%
34.4%
68.6%
61.5%
35.2%
56.0%
19.2%
72.2%
41.8%
19.3%
6.0%
37.4%
15.3%
35.1%
4.6%
0.9%
19.5%
28.9%
22.7%
17.0%
47.9%
36.6%
38.8%
46.1%
40.3%
53.7%
29.8%
51.6%
25.1%
14.1%
34.9%
45.0%
32.1%
2.7%
45.0%
69.2%
55.5%
63.4%
42.1%
50.8%
78.7%
43.7%
59.3%
48.6%
51.7%
72.5%
65.5%
71.7%
50.7%
50.5%
62.5%
66.8%
52.2%
67.2%
46.4%
Attachment B
Facility Id
JD3508
JD3510
JD3514
JD3516
JD3520
JH1103
JH1107
JH1117
JH1119
JH1121
JH1123
JH1125
JH1127
JH1129
JH1131
JH1133
JH1202
JH1204
JH1206
JH1208
JH1210
JH1212
JH1228
JH1230
JH1232
JH1234
JH1236
JH1238
JH1240
JH2204
JH2232
JH4117
JR115
JR117
JR118
JR119
JR120
JR130
JR132
JR134
JR201
JR202
JR203
JR204
JR212
JR214
JR215
JR217
JR218
JR221
JR242
JR243
JR244
JR245
JR246
JR247
JR301
JR302
JR303
JR304
JR315
JR330
JR348
JR352
JR354
LA181
LO1117
LO1124
College
Allocation
CECS
CECS
CHHD
CHHD
CECS
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
COBE
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
HUMAN
CSM
CSM
Facility Type
LOCK
LCTR
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
CONF
LCTR
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
Morning_8a
m_2pm
13.0
18.0
20.4
18.0
17.3
12.5
10.0
18.3
11.9
16.4
12.8
20.5
16.9
13.6
18.8
14.4
14.4
18.6
15.3
15.5
18.5
12.3
10.0
24.5
15.6
19.4
18.3
16.3
14.0
14.8
2.5
0.0
25.5
23.0
20.5
25.5
2.5
25.5
25.5
25.5
20.0
25.5
23.8
20.3
19.4
23.0
25.5
25.5
17.8
25.5
23.8
22.8
24.0
21.9
24.7
23.8
20.6
22.8
24.0
24.7
23.0
19.7
17.8
25.5
24.0
23.0
16.1
17.0
Morning
Utilization
43.3%
60.0%
68.1%
60.0%
57.5%
41.7%
33.3%
60.8%
39.7%
54.7%
42.5%
68.3%
56.4%
45.3%
62.5%
48.1%
48.1%
61.9%
50.8%
51.7%
61.7%
41.1%
33.3%
81.7%
51.9%
64.7%
60.8%
54.2%
46.7%
49.2%
8.3%
0.0%
85.0%
76.7%
68.3%
85.0%
8.3%
85.0%
85.0%
85.0%
66.7%
85.0%
79.4%
67.5%
64.7%
76.7%
85.0%
85.0%
59.2%
85.0%
79.4%
75.8%
80.0%
73.1%
82.3%
79.2%
68.6%
75.8%
80.0%
82.2%
76.7%
65.6%
59.2%
85.0%
80.0%
76.7%
53.6%
56.7%
Afternoon
_2pm_7p
m
11.7
12.2
18.2
15.8
10.2
10.4
7.8
5.3
9.5
11.5
10.5
8.0
7.5
1.7
7.8
7.5
11.5
12.4
13.3
10.8
11.2
13.0
10.5
13.3
12.1
12.5
12.8
8.9
13.3
3.3
0.0
2.8
10.7
16.8
15.8
16.0
0.0
16.0
18.8
18.6
10.8
11.9
18.3
13.0
13.3
16.0
14.1
13.4
10.3
16.0
18.8
15.8
16.0
11.9
18.8
8.3
12.4
18.8
16.0
16.3
18.8
7.5
16.0
16.0
16.0
11.1
8.3
5.0
Afternoon
Utilization
46.7%
48.7%
72.7%
63.0%
40.7%
41.7%
31.0%
21.3%
38.0%
46.0%
42.0%
32.0%
30.0%
6.7%
31.0%
30.0%
46.0%
49.7%
53.0%
43.3%
44.7%
52.0%
42.0%
53.0%
48.3%
50.0%
51.0%
35.7%
53.0%
13.0%
0.0%
11.0%
42.7%
67.3%
63.3%
64.0%
0.0%
64.0%
75.0%
74.3%
43.0%
47.7%
73.0%
52.0%
53.0%
64.0%
56.3%
53.7%
41.0%
64.0%
75.0%
63.0%
64.0%
47.7%
75.3%
33.3%
49.7%
75.0%
64.0%
65.0%
75.3%
30.0%
64.0%
64.0%
64.0%
44.3%
33.0%
20.0%
Evening_7p
m_10pm
11.0
8.3
11.0
6.7
2.8
1.3
2.8
5.5
8.3
8.3
2.8
8.3
5.5
8.3
6.9
11.0
8.3
8.3
11.0
8.3
11.0
11.0
5.5
8.3
11.0
5.6
11.0
8.3
8.3
11.0
0.0
2.8
2.8
5.5
4.1
0.0
0.0
5.5
8.3
2.8
0.0
2.8
5.5
0.0
2.8
2.8
5.5
0.0
2.8
0.0
2.8
5.5
2.8
5.5
0.0
2.8
2.8
2.8
0.0
8.3
0.0
0.0
8.3
2.8
0.0
0.0
0.8
0.0
Evening
Utilization
73.3%
55.0%
73.3%
44.4%
18.3%
8.9%
18.9%
36.7%
55.0%
55.0%
18.3%
55.0%
36.7%
55.0%
46.1%
73.3%
55.0%
55.0%
73.3%
55.0%
73.3%
73.3%
36.7%
55.0%
73.3%
37.2%
73.3%
55.0%
55.0%
73.3%
0.0%
18.3%
18.3%
36.7%
27.2%
0.0%
0.0%
36.7%
55.0%
18.3%
0.0%
18.3%
36.7%
0.0%
18.3%
18.3%
36.7%
0.0%
18.3%
0.0%
18.3%
36.7%
18.3%
36.7%
0.0%
18.3%
18.3%
18.3%
0.0%
55.0%
0.0%
0.0%
55.0%
18.3%
0.0%
0.0%
5.6%
0.0%
Weekly
Room Hrs
35.7
38.4
49.6
40.4
30.2
24.3
20.6
29.1
29.7
36.2
26.0
36.8
29.9
23.5
33.4
32.9
34.2
39.3
39.5
34.6
40.7
36.3
26.0
46.0
38.7
37.5
42.0
33.4
35.5
29.0
2.5
5.5
38.9
45.3
40.4
41.5
2.5
47.0
52.5
46.8
30.8
40.2
47.6
33.3
35.4
41.8
45.1
38.9
30.8
41.5
45.3
44.0
42.8
39.3
43.5
34.8
35.8
44.3
40.0
49.2
41.8
27.2
42.0
44.3
40.0
34.1
25.2
22.0
% of
Overall_Hrs_ Standard Rm
utilization
Hrs
Expected
51.0%
67.3%
54.9%
72.5%
70.8%
93.6%
57.7%
76.3%
43.1%
56.9%
34.6%
45.8%
29.4%
38.8%
41.5%
54.9%
42.4%
56.0%
51.7%
68.2%
37.1%
49.1%
52.5%
69.3%
42.7%
56.4%
33.6%
44.3%
47.7%
63.1%
47.0%
62.1%
48.8%
64.5%
56.1%
74.1%
56.4%
74.5%
49.4%
65.3%
58.1%
76.7%
51.9%
68.6%
37.1%
49.1%
65.7%
86.8%
55.2%
73.0%
53.6%
70.8%
60.0%
79.2%
47.7%
63.1%
50.7%
67.0%
41.4%
54.7%
3.6%
4.7%
7.9%
25.0%
55.6%
73.4%
64.8%
85.5%
57.7%
76.3%
59.3%
78.3%
3.6%
4.7%
67.1%
88.7%
75.0%
99.1%
66.9%
88.4%
43.9%
58.0%
57.4%
75.8%
68.0%
89.8%
47.5%
62.7%
50.6%
66.8%
59.6%
78.8%
64.4%
85.1%
55.6%
73.4%
43.9%
58.0%
59.3%
78.3%
64.8%
85.5%
62.9%
83.0%
61.1%
80.7%
56.2%
74.2%
62.2%
82.1%
49.8%
65.7%
51.1%
67.5%
63.2%
83.5%
57.1%
75.5%
70.2%
92.8%
59.8%
78.9%
38.8%
51.3%
60.0%
79.2%
63.2%
83.5%
57.1%
75.5%
48.7%
64.3%
36.0%
47.5%
31.4%
41.5%
Total
Sections
Sched
14
17
21
18
12
9
8
11
12
15
11
15
12
9
15
13
16
19
16
15
13
16
10
15
15
15
17
13
15
12
1
8
17
17
15
16
1
18
21
20
12
15
18
14
14
16
17
16
13
17
19
17
19
16
19
16
14
17
16
20
16
11
16
17
16
14
12
10
Total Avg
Enroll
24.9
30.2
40.8
41.5
41.9
25.1
18.6
36.3
37.0
36.2
31.3
37.1
32.4
30.7
51.9
41.1
28.7
24.3
23.3
24.7
30.3
28.4
28.7
29.2
23.6
33.0
29.2
23.2
31.1
52.8
31.0
29.3
21.4
22.0
41.4
25.1
12.0
31.2
33.7
32.3
22.1
30.5
24.6
29.5
21.4
33.3
22.5
22.6
21.2
31.4
22.6
28.4
30.0
22.1
31.7
20.9
22.9
28.5
24.3
27.2
45.4
27.1
29.0
31.1
22.4
192.6
35.3
19.4
Room
Capacity
39
49
73
72
75
32
32
48
48
48
48
48
48
48
56
56
42
42
42
42
42
42
42
42
42
42
42
42
42
73
30
40
34
35
57
37
20
40
41
42
33
41
34
41
33
43
35
35
28
49
35
40
47
33
47
24
33
40
34
41
85
34
49
45
33
231
60
60
Station
Occupancy
%
63.7%
61.7%
55.8%
57.6%
55.9%
78.5%
58.2%
75.6%
77.1%
75.4%
65.2%
77.4%
67.5%
63.9%
92.7%
73.4%
68.3%
57.8%
55.5%
58.9%
72.2%
67.6%
68.3%
69.5%
56.2%
78.6%
69.6%
55.3%
74.0%
72.3%
103.3%
73.1%
62.8%
62.9%
72.6%
67.9%
60.0%
77.9%
82.1%
76.8%
66.9%
74.3%
72.4%
72.0%
64.9%
77.3%
64.4%
64.5%
75.5%
64.0%
64.5%
70.9%
63.8%
66.9%
67.5%
87.2%
69.3%
71.3%
71.5%
66.2%
53.4%
79.7%
59.2%
69.0%
68.0%
83.4%
58.8%
32.3%
Weekly
Station Hrs
22.7
23.7
27.7
23.3
16.9
19.0
12.0
22.0
22.9
27.3
16.9
28.4
20.2
15.0
31.0
24.1
23.3
22.7
21.9
20.4
29.3
24.5
17.8
32.0
21.7
29.5
29.2
18.5
26.3
21.0
2.6
4.0
24.4
28.5
29.4
28.2
1.5
36.6
43.1
36.0
20.6
29.8
34.4
23.9
23.0
32.3
29.0
25.1
23.2
26.6
29.2
31.2
27.3
26.3
29.4
30.4
24.8
31.6
28.6
32.6
22.3
21.6
24.9
30.5
27.2
28.4
14.8
7.1
% of
Standard
Station Hrs
Expected
65.0%
67.7%
79.1%
66.6%
48.2%
54.4%
34.2%
62.8%
65.3%
77.9%
48.4%
81.2%
57.7%
42.9%
88.5%
69.0%
66.7%
64.8%
62.6%
58.2%
83.8%
70.1%
50.8%
91.4%
62.1%
84.2%
83.5%
52.8%
75.0%
59.9%
7.4%
22.9%
69.8%
81.4%
83.9%
80.5%
4.3%
104.6%
123.2%
102.7%
58.8%
85.3%
98.4%
68.4%
65.7%
92.2%
82.9%
71.7%
66.4%
75.9%
83.6%
89.1%
78.0%
75.1%
84.0%
86.8%
70.7%
90.2%
81.7%
93.0%
63.8%
61.8%
71.0%
87.3%
77.7%
81.2%
42.2%
20.3%
Univ Seat
Util (based
on 23
sections)
38.8%
45.6%
51.0%
45.1%
29.2%
30.7%
20.2%
36.1%
40.2%
49.2%
31.2%
50.5%
35.2%
25.0%
60.5%
41.5%
47.5%
47.7%
38.6%
38.4%
40.8%
47.0%
29.7%
45.3%
36.6%
51.2%
51.4%
31.3%
48.2%
37.7%
4.5%
25.4%
46.4%
46.5%
47.4%
47.2%
2.6%
61.0%
75.0%
66.8%
34.9%
48.5%
56.6%
43.8%
39.5%
53.8%
47.6%
44.8%
42.7%
47.3%
53.3%
52.4%
52.7%
46.5%
55.8%
60.7%
42.2%
52.7%
49.7%
57.6%
37.1%
38.1%
41.2%
51.0%
47.3%
50.8%
30.7%
14.1%
Attachment B
Facility Id
LO1125
LO1127
LO1219
LO1231
LO1328
MH101
MH304
MH341
MZ101
MZ103
MZ111
MZ112
MZ113
MZ114
MZ115
MZ122
MZ124
MZ130
MZ170
MZ212
MZ215
MZ361
MZ363
NA101
NH104
NH113
NH209
OV001
OV002
OV025
RE104
RE151
RE153
RE155
RE157
RE274
SG100
SG101
SG103
SG105
SG108
SG109
SG110
SH102
SH104
SH106
SH108
SH120
SH130A
SH160
SH182
SH184
SH186
SH192
SH198
SH203
SH205
SH207
SH209
SH221
SH224
SH225
SH234
SH264
SH265
SH266
SH267
SH268
College
Allocation
CSM
CSM
CSM
CSM
CSM
CHHD
CHHD
CHHD
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CHHD
CHHD
CHHD
CHHD
CHHD
CHHD
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CAMC
CSBS
CSBS
CSBS
HUMAN
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
HUMAN
HUMAN
CSBS
HUMAN
HUMAN
CSBS
HUMAN
HUMAN
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
Facility Type
LCTR
LCTR
LCTR
LCTR
LOCK
LOCK
LOCK
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
OTHR
CONF
LOCK
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
CONF
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LCTR
CONF
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
Morning_8a
m_2pm
24.0
5.0
19.6
18.6
23.3
22.9
5.8
5.3
23.0
20.8
25.5
21.0
25.5
16.9
22.8
24.4
22.9
23.0
26.8
5.0
0.0
18.7
14.2
25.3
0.8
20.3
12.8
20.3
20.3
25.5
19.7
18.0
4.2
21.3
25.5
0.0
16.1
20.5
18.5
20.0
20.5
15.3
17.8
15.0
4.6
17.8
18.3
25.5
0.0
16.9
16.9
17.8
17.8
22.8
20.5
21.8
13.3
15.0
18.5
16.1
15.3
19.3
16.3
16.1
16.9
21.0
13.3
17.5
Morning
Utilization
80.0%
16.7%
65.3%
61.9%
77.8%
76.4%
19.2%
17.5%
76.7%
69.2%
85.0%
70.0%
85.0%
56.4%
75.8%
81.4%
76.4%
76.7%
89.2%
16.7%
0.0%
62.2%
47.2%
84.2%
2.8%
67.5%
42.5%
67.5%
67.5%
85.0%
65.6%
60.0%
13.9%
71.1%
85.0%
0.0%
53.6%
68.3%
61.7%
66.7%
68.3%
50.8%
59.2%
50.0%
15.3%
59.2%
60.8%
85.0%
0.0%
56.4%
56.4%
59.2%
59.2%
75.8%
68.3%
72.5%
44.4%
50.0%
61.7%
53.6%
50.8%
64.2%
54.4%
53.6%
56.4%
70.0%
44.2%
58.3%
Afternoon
_2pm_7p
m
12.5
9.9
5.8
11.4
16.8
10.0
2.5
5.0
18.8
16.0
16.0
17.7
12.3
16.0
16.0
13.3
16.0
15.8
7.9
1.7
2.8
10.7
13.0
16.1
10.0
10.5
10.8
6.7
5.0
17.3
15.3
11.0
10.3
13.3
20.3
0.0
10.5
17.5
9.8
8.0
10.5
13.5
8.8
9.9
0.4
6.1
11.1
14.8
1.0
13.3
11.3
13.3
13.3
14.2
13.3
19.8
19.6
13.0
9.8
8.6
11.8
9.7
14.5
9.2
13.3
9.5
9.8
10.5
Afternoon
Utilization
50.0%
39.7%
23.3%
45.7%
67.3%
40.0%
10.0%
20.0%
75.3%
64.0%
64.0%
70.7%
49.3%
64.0%
64.0%
53.0%
64.0%
63.0%
31.7%
6.7%
11.0%
42.7%
52.0%
64.3%
40.0%
42.0%
43.0%
26.7%
20.0%
69.0%
61.3%
44.0%
41.3%
53.0%
81.0%
0.0%
42.0%
70.0%
39.0%
32.0%
42.0%
54.0%
35.3%
39.7%
1.7%
24.3%
44.3%
59.0%
4.0%
53.0%
45.3%
53.0%
53.0%
56.7%
53.0%
79.0%
78.3%
52.0%
39.3%
34.3%
47.0%
38.7%
58.0%
36.7%
53.0%
38.0%
39.3%
42.0%
Evening_7p
m_10pm
0.0
0.0
0.0
0.0
2.3
5.5
0.0
0.0
5.5
5.5
11.0
8.3
11.0
8.3
8.3
0.0
11.0
8.3
11.0
5.5
0.0
10.0
5.5
11.3
1.0
0.0
0.0
0.0
0.0
5.5
2.8
5.5
2.8
2.8
1.3
2.8
0.0
0.3
2.8
2.8
0.0
5.5
0.0
4.2
2.8
0.0
2.8
3.5
1.8
3.0
2.8
11.0
8.3
8.3
2.8
1.5
5.5
0.0
2.2
0.0
1.8
0.0
10.3
2.0
2.8
1.3
8.3
8.3
Evening
Utilization
0.0%
0.0%
0.0%
0.0%
15.6%
36.7%
0.0%
0.0%
36.7%
36.7%
73.3%
55.0%
73.3%
55.0%
55.0%
0.0%
73.3%
55.0%
73.3%
36.7%
0.0%
66.7%
36.7%
75.0%
6.7%
0.0%
0.0%
0.0%
0.0%
36.7%
18.3%
36.7%
18.3%
18.3%
8.9%
18.3%
0.0%
2.2%
18.3%
18.3%
0.0%
36.7%
0.0%
27.8%
18.3%
0.0%
18.3%
23.3%
11.7%
20.0%
18.3%
73.3%
55.0%
55.0%
18.3%
10.0%
36.7%
0.0%
14.4%
0.0%
11.7%
0.0%
68.3%
13.3%
18.3%
8.9%
55.0%
55.0%
Weekly
Room Hrs
36.5
14.9
25.4
30.0
42.5
38.4
8.3
10.3
47.3
42.3
52.5
46.9
48.8
41.2
47.0
37.7
49.9
47.0
45.7
12.2
2.8
39.3
32.7
52.6
11.8
30.8
23.5
26.9
25.3
48.3
37.8
34.5
17.3
37.3
47.1
2.8
26.6
38.3
31.0
30.8
31.0
34.3
26.6
29.1
7.8
23.8
32.1
43.8
2.8
33.2
31.0
42.0
39.3
45.2
36.5
43.0
38.4
28.0
30.5
24.7
28.8
28.9
41.1
27.3
32.9
31.8
31.3
36.3
% of
Overall_Hrs_ Standard Rm
utilization
Hrs
Expected
52.1%
68.9%
21.3%
28.1%
36.3%
48.0%
42.9%
56.6%
60.7%
80.2%
54.9%
72.5%
11.8%
15.6%
14.6%
19.3%
67.6%
89.3%
60.4%
79.7%
75.0%
99.1%
67.0%
88.5%
69.8%
92.1%
58.8%
77.7%
67.1%
88.7%
53.8%
71.1%
71.3%
94.2%
67.1%
88.7%
65.2%
208%
17.4%
55%
3.9%
5.2%
56.2%
74.2%
46.7%
61.6%
75.1%
99.2%
16.9%
22.3%
43.9%
58.0%
33.6%
44.3%
38.5%
50.8%
36.1%
47.6%
68.9%
91.0%
53.9%
71.2%
49.3%
65.1%
24.6%
32.5%
53.3%
70%
67.3%
88.8%
3.9%
12.5%
38.0%
50.2%
54.8%
72.3%
44.3%
58.5%
43.9%
58.0%
44.3%
58.5%
48.9%
64.6%
38.0%
50.2%
41.5%
54.9%
11.1%
14.6%
34.0%
45.0%
45.8%
61%
62.5%
82.5%
3.9%
12.5%
47.4%
62.6%
44.3%
58.5%
60.0%
79.2%
56.1%
74.1%
64.5%
85.2%
52.1%
68.9%
61.4%
81.1%
54.9%
72.5%
40.0%
52.8%
43.6%
57.5%
35.2%
46.5%
41.1%
54.2%
41.3%
54.6%
58.7%
77.5%
38.9%
51.4%
47.0%
62.1%
45.5%
60.1%
44.8%
59.1%
51.8%
68.4%
Total
Sections
Sched
16
7
13
13
17
16
3
4
18
16
28
21
27
17
28
16
25
21
10
10
1
17
20
25
5
13
13
11
10
20
19
17
10
16
19
1
11
16
13
10
12
14
11
13
10
11
19
18
1
16
15
17
15
20
14
17
16
11
14
10
12
19
17
15
17
12
11
14
Total Avg
Enroll
50.2
24.4
45.3
44.2
50.2
37.9
10.0
26.8
35.2
32.2
22.8
32.3
23.6
36.2
24.3
41.5
22.2
108.3
21.5
9.1
32.0
48.0
21.3
145.4
6.8
154.1
25.0
25.6
27.9
127.8
27.4
23.2
12.5
42.4
40.7
14.0
59.3
27.8
37.8
30.6
25.0
32.4
28.3
29.4
27.5
23.6
26.7
76.4
12.0
24.3
31.9
31.6
38.3
27.2
38.8
58.2
26.9
22.0
39.4
27.5
16.2
33.4
23.0
23.3
32.4
26.4
23.5
18.8
Room
Capacity
70
60
60
60
72
75
20
36
47
49
29
48
30
48
30
64
31
121
25
20
30
70
30
166
20
185
30
32
55
140
42
31
25
57
57
20
70
45
49
49
49
58
49
41
41
41
41
84
15
42
41
49
49
36
49
65
34
31
48
34
25
48
35
42
49
41
45
42
Station
Occupancy
%
71.7%
40.7%
75.5%
73.7%
69.8%
50.6%
50.0%
74.3%
74.8%
65.7%
78.6%
67.3%
78.8%
75.4%
80.8%
64.8%
71.7%
89.5%
86.0%
45.5%
106.7%
68.6%
70.8%
87.6%
34.0%
83.3%
83.3%
80.1%
50.7%
91.3%
65.3%
75.0%
50.0%
74.3%
71.4%
70.0%
84.7%
61.7%
77.2%
62.4%
51.0%
55.9%
57.7%
71.7%
67.1%
57.6%
65.1%
90.9%
80.0%
57.7%
77.9%
64.6%
78.2%
75.4%
79.2%
89.5%
79.0%
71.0%
82.1%
80.9%
64.7%
69.6%
65.7%
55.6%
66.0%
64.4%
52.1%
44.7%
Weekly
Station Hrs
26.2
6.1
19.2
22.1
29.7
19.4
4.1
7.6
35.4
27.8
41.3
31.6
38.5
31.0
38.0
24.4
35.8
42.1
39.3
5.5
2.9
27.0
23.1
46.0
4.0
25.6
19.6
21.6
12.8
44.0
24.6
25.9
8.6
27.8
33.6
1.9
22.5
23.6
23.9
19.2
15.8
19.1
15.3
20.8
5.2
13.7
20.9
39.8
2.2
19.1
24.1
27.1
30.7
34.1
28.9
38.5
30.4
19.9
25.1
20.0
18.6
20.1
27.0
15.1
21.7
20.5
16.3
16.2
% of
Standard
Station Hrs
Expected
74.8%
17.4%
54.8%
63.2%
84.7%
55.5%
11.8%
21.8%
101.2%
79.3%
117.9%
90.2%
109.9%
88.6%
108.5%
69.8%
102.3%
120.2%
223%
31%
8.4%
77.1%
66.1%
131.6%
11.5%
73.2%
56.0%
61.6%
36.6%
125.8%
70.4%
73.9%
24.6%
79%
96.0%
10.9%
64.3%
67.5%
68.4%
54.9%
45.2%
54.7%
43.8%
59.6%
14.9%
39.3%
60%
113.7%
12.5%
54.7%
69.0%
77.5%
87.7%
97.3%
82.5%
110.0%
86.8%
56.8%
71.6%
57.0%
53.1%
57.5%
77.1%
43.3%
62.1%
58.6%
46.7%
46.3%
Univ Seat
Util (based
on 23
sections)
49.9%
12.4%
42.7%
41.7%
51.6%
35.2%
6.5%
12.9%
58.6%
45.7%
95.7%
61.4%
92.5%
55.7%
98.4%
45.1%
78.0%
81.7%
37.4%
19.8%
4.6%
50.7%
61.6%
95.2%
7.4%
47.1%
47.1%
38.3%
22.1%
79.4%
53.9%
55.4%
21.7%
51.7%
59.0%
3.0%
40.5%
42.9%
43.7%
27.2%
26.6%
34.0%
27.6%
40.5%
29.2%
27.6%
53.8%
71.2%
3.5%
40.2%
50.8%
47.7%
51.0%
65.6%
48.2%
66.2%
55.0%
33.9%
50.0%
35.2%
33.7%
57.5%
48.6%
36.2%
48.8%
33.6%
24.9%
27.2%
Attachment B
Facility Id
SH270
SH276
SH279
SH280
SH284
SH285
SH286
SH287
SH288
SH290
SH302
SH305
SH307
SH309
SH310
SH312
SH314
SH321
SH322
SH342
SH365
SH371
SH380
SH382
SH384
SH386
SH390
SH391
SQ100
SQ101
SQ102
SQ103
SQ104
SQ109
SQ210
College
Allocation
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
HUMAN
HUMAN
CSBS
CSBS
HUMAN
HUMAN
HUMAN
CSBS
CSBS
CSBS
CSBS
CSBS
CSBS
HUMAN
CSBS
HUMAN
CSBS
CHHD
CHHD
CHHD
CHHD
CHHD
CHHD
Facility Type
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LOCK
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
LCTR
CONF
Morning_8a
m_2pm
23.0
22.8
18.6
20.3
20.3
22.9
16.1
21.6
10.3
5.3
10.2
16.1
20.0
23.0
19.2
17.8
16.9
16.1
13.4
20.0
22.8
11.0
17.0
18.3
20.3
23.0
20.5
13.5
18.0
23.0
17.7
17.2
20.5
20.1
1.7
Morning
Utilization
76.7%
76.1%
61.9%
67.5%
67.5%
76.4%
53.6%
71.9%
34.2%
17.5%
33.9%
53.6%
66.7%
76.7%
63.9%
59.2%
56.4%
53.6%
44.7%
66.7%
75.8%
36.7%
56.7%
60.8%
67.5%
76.7%
68.3%
45.0%
60.0%
76.7%
58.9%
57.2%
68.3%
66.9%
5.6%
Afternoon
_2pm_7p
m
15.8
9.8
15.5
13.3
12.1
12.0
10.0
11.3
5.5
2.5
8.0
15.2
18.8
15.3
16.2
10.4
16.0
13.3
5.8
12.5
14.2
11.4
10.5
7.8
18.8
11.5
16.0
11.3
8.3
16.0
16.9
18.8
18.8
17.9
3
Afternoon
Utilization
63.0%
39.0%
62.0%
53.0%
48.3%
48.0%
40.0%
45.3%
22.0%
10.0%
32.0%
60.7%
75.0%
61.0%
64.7%
41.7%
64.0%
53.0%
23.0%
50.0%
56.7%
45.7%
42.0%
31.0%
75.0%
46.0%
64.0%
45.0%
33.0%
64.0%
67.7%
75.0%
75.0%
71.7%
0
Evening_7p
m_10pm
11.0
7.5
2.8
2.8
7.3
5.5
5.5
5.5
5.5
8.3
2.8
0.5
0.0
0.0
5.6
2.3
2.8
0.0
0.7
8.3
0.0
5.5
3.8
5.6
0.0
1.8
0.0
4.0
11.0
8.3
7.2
2.8
8.3
11.0
0
Evening
Utilization
73.3%
50.0%
18.3%
18.3%
48.3%
36.7%
36.7%
36.7%
36.7%
55.0%
18.3%
3.3%
0.0%
0.0%
37.2%
15.0%
18.3%
0.0%
4.4%
55.0%
0.0%
36.7%
25.6%
37.2%
0.0%
11.7%
0.0%
26.7%
73.3%
55.0%
47.8%
18.9%
55.0%
73.3%
0
Weekly
Room Hrs
49.8
40.1
36.8
36.3
39.6
40.4
31.6
38.4
21.3
16.0
20.9
31.8
38.8
38.3
40.9
30.4
35.7
29.3
19.8
40.8
36.9
27.9
31.3
31.6
39.0
36.3
36.5
28.8
37.3
47.3
41.8
38.8
47.5
49.0
4.4
% of
Overall_Hrs_ Standard Rm
utilization
Hrs
Expected
71.1%
93.9%
57.3%
75.6%
52.6%
69.5%
51.8%
68.4%
56.5%
74.7%
57.7%
76.3%
45.1%
59.6%
54.9%
72.5%
30.4%
40.1%
22.9%
30.2%
29.9%
39.5%
45.4%
59.9%
55.4%
73.1%
54.6%
72.2%
58.5%
77.2%
43.5%
57.4%
51.0%
67.3%
41.9%
55.3%
28.3%
37.4%
58.2%
76.9%
52.7%
69.7%
39.9%
52.7%
44.8%
59.1%
45.1%
59.6%
55.7%
73.6%
51.8%
68.4%
52.1%
68.9%
41.1%
54.2%
53.2%
70.3%
67.5%
89.2%
59.6%
78.8%
55.4%
73.1%
67.9%
89.6%
70.0%
92%
6.3%
20.1%
Lecture
Lab
239
0
% of
Overall_Hrs_ Standard Rm
utilization
Hrs
Expected
7,990.27
48%
63%
#DIV/0!
#DIV/0!
Large Lec
Open
Lock
10
201
28
439.42
7,059.93
490.92
No. of
Rooms
OVERALL_HRS_UTILIZATION
% STD RM HRS EXPECTED
% STD STN HRS EXPECTED
Weekly
Room Hrs
70
53
35
22
17.6
63%
50%
25%
83%
66%
33%
Total
Sections
Sched
20
13
15
17
17
18
13
17
9
7
34
13
16
17
20
13
14
11
8
20
14
14
13
12
15
15
14
13
21
18
21
16
18
20
2
Total
Sections
Sched
190
Total Avg
Enroll
35.2
30.3
24.5
76.5
27.2
21.4
29.8
20.3
16.7
18.0
15.7
24.9
22.1
62.5
18.2
20.7
26.5
27.0
15.6
45.2
32.5
19.4
37.0
25.3
36.1
78.5
39.8
16.7
36.5
44.1
24.8
24.3
103.6
41.4
14.0
Room
Capacity
43
42
40
84
47
35
49
35
25
30
20
31
34
74
33
27
39
40
25
62
48
27
48
41
41
82
49
30
60
60
35
35
125
60
12
Station
Occupancy
%
81.7%
72.2%
61.2%
91.0%
57.8%
61.1%
60.8%
58.0%
66.7%
60.0%
78.5%
80.4%
64.9%
84.4%
55.2%
76.6%
67.9%
67.5%
62.5%
72.9%
67.7%
72.0%
77.1%
61.6%
88.1%
95.8%
81.2%
55.6%
60.9%
73.5%
70.9%
69.3%
82.8%
68.9%
116.7%
Weekly
Station Hrs
40.7
28.9
22.5
33.0
22.9
24.7
19.2
22.3
14.2
9.6
16.4
25.5
25.1
32.3
22.6
23.3
24.2
19.8
12.4
29.7
25.0
20.1
24.2
19.5
34.4
34.7
29.6
16.0
22.7
34.7
29.6
26.8
39.4
33.8
5.2
% of
Standard
Station Hrs
Expected
116.2%
82.6%
64.4%
94.3%
65.4%
70.6%
54.8%
63.6%
40.5%
27.4%
46.9%
72.9%
71.8%
92.3%
64.5%
66.6%
69.2%
56.6%
35.4%
84.9%
71.4%
57.4%
69.0%
55.6%
98.2%
99.2%
84.7%
45.7%
64.8%
99.3%
84.6%
76.7%
112.4%
96%
29.3%
7,999.60
-
11,398.00
-
70%
#DIV/0!
5,536.66
-
% of
Standard
Station Hrs
Expected
66%
#DIV/0!
1,272.17
6,018.23
709.20
1,523.00
8,833.00
1,042.00
84%
68%
68%
367.87
4,853.02
315.77
105%
69%
4%
Total Avg
Enroll
Room
Capacity
Station
Occupancy
%
Weekly
Station Hrs
Univ Seat
Util (based
on 23
sections)
71.1%
40.8%
39.9%
67.3%
42.7%
47.8%
34.3%
42.9%
26.1%
18.3%
116.1%
45.4%
45.1%
62.4%
48.0%
43.3%
41.4%
32.3%
21.7%
63.4%
41.2%
43.8%
43.6%
32.1%
57.5%
62.5%
49.4%
31.4%
55.6%
57.5%
64.7%
48.2%
64.8%
59.9%
10.1%
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY REASSIGNED TIME CATEGORY
Fall 2003
REASSIGNED TIME
Spring 2004
Cost 1
FT
PT
Instructional Experimentation
452
31
3
486
$
821,192
459
9
0
468
$
789,776
$
1,610,968
Instructional Related Services
202
79
12
293
$
495,046
145
97
6
247
$
417,859
$
912,905
Student Advisor
133
18
1
151
$
255,039
196
77
0
273
$
460,759
$
715,798
Excess Enrollments
98
56
0
154
$
259,262
81
60
3
144
$
243,554
$
502,815
Spec Instructional Prog
55
8
6
69
$
116,541
111
19
0
129
$
218,557
$
335,098
New Preparations
161
27
9
197
$
331,889
152
38
0
190
$
321,586
$
653,474
Curricular Planning
66
15
0
81
$
136,809
48
15
0
63
$
106,407
$
243,216
Instructional Related Committee
62
18
0
80
$
135,120
72
0
0
72
$
121,270
$
256,390
Instruction Supp Grad Students
48
0
0
48
$
81,072
23
7
0
30
$
50,501
$
131,573
Course or Supervision Overload
31
7
0
38
$
64,182
27
0
0
27
$
44,927
$
109,109
Nontraditional Instruction
0
0
0
0
$
-
0
9
0
9
$
15,201
$
15,201
Accreditation Responsibility
24
4
0
28
$
47,968
9
0
0
9
$
15,201
$
63,169
CFA Activities
3
0
0
3
$
5,067
3
0
0
3
$
5,067
$
10,134
In-Service Training for K12
9
0
0
9
$
14,357
22
0
0
22
$
36,314
$
50,670
Instructional Related Facilities Plan
0
0
0
0
$
-
0
1
0
1
$
1,689
$
1,689
1,342
263
31
1,636
$
2,763,542
1,346
331
9
1,687
$
2,848,667
$
5,612,209
FT
PT
FT
PT
Fall 2004
REASSIGNED TIME
OTH Total
FY Cost 1
PT
Total
OTH Total
Cost 1
FT
Spring 2005
Cost 1
OTH Total
Cost 1
OTH Total
FY Cost 1
% Change from
Prior Year
Instructional Experimentation
448
8
8
463
$
782,683
552
3
0
555
$
938,071
$
1,720,753
7%
Instructional Related Services
214
83
12
309
$
521,901
149
89
9
246
$
416,001
$
937,902
3%
Student Advisor
180
48
0
228
$
384,416
142
58
0
200
$
337,462
$
721,879
1%
Excess Enrollments
105
37
3
145
$
244,567
122
44
0
165
$
278,685
$
523,252
4%
Spec Instructional Prog
110
4
6
120
$
201,836
159
15
6
180
$
303,851
$
505,687
51%
New Preparations
119
33
0
151
$
255,546
110
13
0
123
$
208,085
$
463,631
-29%
Curricular Planning
43
19
0
62
$
103,874
52
15
0
67
$
112,487
$
216,361
-11%
Instructional Related Committee
60
0
0
60
$
101,340
44
0
0
44
$
74,992
$
176,332
-31%
Instruction Supp Grad Students
26
0
0
26
$
43,914
25
0
9
34
$
56,582
$
100,496
-24%
Course or Supervision Overload
6
3
0
9
$
14,525
31
9
0
40
$
67,560
$
82,085
-25%
Nontraditional Instruction
6
16
0
22
$
37,158
0
15
3
18
$
30,402
$
67,560
344%
Accreditation Responsibility
10
0
0
10
$
16,890
8
0
0
8
$
12,836
$
29,726
-53%
CFA Activities
0
0
0
0
$
-
12
0
0
12
$
20,268
$
20,268
100%
In-Service Training for K12
7
0
0
7
$
12,161
2
0
0
2
$
3,378
$
15,539
-69%
700%
Instructional Related Facilities Plan
Total
1
4
0
0
4
$
6,756
1,336
251
29
1,615
$
2,727,566
1
3
0
4
$
6,756
$
13,512
1,408
263
27
1,698
$
2,867,415
$
5,594,981
0%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY REASSIGNED TIME CATEGORY
Fall 2005
REASSIGNED TIME
FT
PT
Spring 2006
Cost 1
OTH Total
FT
PT
Cost 1
OTH Total
FY Cost 1
% Change from
Prior Year
Instructional Experimentation
415
5
0
420
$
709,380
585
22
0
607
$
1,025,899
$
1,735,279
Instructional Related Services
138
23
0
161
$
271,760
146
36
0
182
$
306,554
$
578,314
-38%
Student Advisor
123
32
0
155
$
261,795
155
40
0
196
$
330,368
$
592,163
-18%
Excess Enrollments
156
45
3
204
$
344,556
129
27
3
159
$
269,227
$
613,783
17%
Spec Instructional Prog
111
24
0
135
$
228,015
116
36
0
152
$
256,897
$
484,912
-4%
New Preparations
62
9
0
71
$
119,919
59
10
1
69
$
117,217
$
237,136
-49%
Curricular Planning
54
3
0
57
$
95,597
57
0
0
57
$
95,935
$
191,533
-11%
Instructional Related Committee
33
0
0
33
$
55,737
23
0
0
23
$
39,185
$
94,922
-46%
Instruction Supp Grad Students
8
4
3
15
$
24,491
19
0
0
19
$
32,767
$
57,257
-43%
Course or Supervision Overload
0
3
0
3
$
5,067
16
3
0
19
$
31,247
$
36,314
-56%
Nontraditional Instruction
0
13
0
13
$
21,957
0
15
0
15
$
25,335
$
47,292
-30%
Accreditation Responsibility
9
0
0
9
$
15,201
24
0
0
24
$
39,692
$
54,893
85%
CFA Activities
15
0
0
15
$
25,335
15
0
0
15
$
25,335
$
50,670
150%
In-Service Training for K12
4
1
0
5
$
8,445
3
1
0
4
$
6,756
$
15,201
-2%
Instructional Related Facilities Plan
10
0
0
10
$
16,214
7
2
0
9
$
15,201
$
31,415
133%
1,137
162
6
1,305
$
2,203,469
1,354
192
4
1,550
$
2,617,612
$
4,821,082
-14%
FT
PT
FT
PT
Instructional Experimentation
454
23
0
477
$
805,653
495
15
0
510
$
861,728
$
1,667,381
-4%
Instructional Related Services
173
43
0
216
$
365,162
177
51
3
231
$
389,821
$
754,983
31%
Student Advisor
123
46
0
169
$
285,103
137
39
0
176
$
296,926
$
582,029
-2%
Excess Enrollments
168
38
0
206
$
347,934
118
32
3
153
$
258,417
$
606,351
-1%
Spec Instructional Prog
153
36
0
189
$
319,221
182
27
0
209
$
352,325
$
671,546
38%
New Preparations
148
21
0
169
$
285,779
132
26
0
158
$
266,524
$
552,303
133%
Curricular Planning
60
4
0
64
$
108,772
57
0
0
57
$
96,273
$
205,045
7%
Instructional Related Committee
47
0
0
47
$
79,890
67
0
0
67
$
112,825
$
192,715
103%
Instruction Supp Grad Students
23
0
0
23
$
38,847
15
13
0
28
$
46,616
$
85,463
49%
Course or Supervision Overload
7
0
0
7
$
11,823
3
1
0
4
$
6,756
$
18,579
-49%
Nontraditional Instruction
3
12
0
15
$
25,335
0
15
0
15
$
25,335
$
50,670
7%
Accreditation Responsibility
23
6
0
29
$
48,981
30
4
0
34
$
57,764
$
106,745
94%
CFA Activities
9
0
0
9
$
15,201
11
0
0
11
$
19,255
$
34,456
-32%
In-Service Training for K12
8
0
0
8
$
14,188
6
1
0
7
$
11,147
$
25,335
67%
0
0
0
0
$
-
$
3,378
-89%
1,430
223
6
1,659
$
2,801,713
$
5,556,979
15%
Total
Fall 2006
REASSIGNED TIME
Instructional Related Facilities Plan
Total
1
Spring 2007
Cost 1
OTH Total
2
0
0
2
$
3,378
1,403
229
0
1,631
$
2,755,266
Cost 1
OTH Total
FY Cost 1
1%
% Change from
Prior Year
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY REASSIGNED TIME CATEGORY
Fall 2007
REASSIGNED TIME
Spring 2008
Cost 1
FT
PT
Instructional Experimentation
433
24
0
457
$
Instructional Related Services
188
44
0
233
$
Student Advisor
121
27
0
148
Excess Enrollments
163
50
0
Spec Instructional Prog
183
21
0
New Preparations
170
16
Curricular Planning
90
Instructional Related Committee
Instruction Supp Grad Students
Course or Supervision Overload
Cost 1
% Change from
Prior Year
PT
771,366
618
10
0
628
$
1,060,692
$
1,832,058
392,861
176
32
0
208
$
351,312
$
744,173
-1%
$
250,479
150
11
0
161
$
271,929
$
522,408
-10%
213
$
360,433
170
45
0
215
$
363,135
$
723,568
19%
203
$
343,543
180
58
0
238
$
401,982
$
745,525
11%
0
186
$
314,830
148
6
0
154
$
260,106
$
574,936
4%
4
0
94
$
158,428
84
5
0
89
$
150,321
$
308,749
51%
32
3
0
35
$
58,777
46
13
0
59
$
99,651
$
158,428
-18%
33
0
0
33
$
55,737
27
3
0
30
$
50,670
$
106,407
25%
3
2
0
5
$
8,445
9
1
0
10
$
16,890
$
25,335
36%
Nontraditional Instruction
6
9
0
15
$
25,335
11
9
0
20
$
33,780
$
59,115
17%
Accreditation Responsibility
22
9
0
31
$
51,852
18
7
0
25
$
42,225
$
94,077
-12%
CFA Activities
6
0
0
6
$
10,134
6
0
0
6
$
10,134
$
20,268
-41%
In-Service Training for K12
5
0
0
5
$
8,783
9
0
0
9
$
15,201
$
23,984
-5%
Instructional Related Facilities Plan
2
0
0
2
$
4,054
2
0
0
2
$
3,378
$
7,432
120%
1,458
209
0
1,667
$
2,815,056
1,654
200
0
1,854
$
3,131,406
$
5,946,462
FT
PT
FT
PT
Instructional Experimentation
492
44
0
536
$
905,473
570
30
0
600
$
1,012,556
$
1,918,028
Instructional Related Services
177
31
0
208
$
350,468
212
38
0
250
$
422,250
$
772,718
4%
Student Advisor
164
27
0
191
$
323,106
170
46
0
216
$
364,824
$
687,930
32%
Excess Enrollments
222
66
0
287
$
484,912
171
42
0
213
$
360,433
$
845,345
17%
Spec Instructional Prog
149
37
0
186
$
313,985
161
35
0
196
$
331,044
$
645,029
-13%
New Preparations
185
12
0
197
$
332,057
206
6
0
212
$
357,224
$
689,281
20%
Curricular Planning
78
0
0
78
$
132,080
84
4
0
88
$
148,463
$
280,543
-9%
Instructional Related Committee
47
3
0
50
$
84,450
71
5
0
76
$
128,195
$
212,645
34%
Instruction Supp Grad Students
44
26
0
70
$
118,737
56
40
0
96
$
162,651
$
281,387
164%
Course or Supervision Overload
10
0
0
10
$
16,890
12
0
0
12
$
20,268
$
37,158
47%
Nontraditional Instruction
13
0
0
13
$
21,450
14
0
0
14
$
23,646
$
45,096
-24%
Accreditation Responsibility
29
7
0
37
$
61,986
45
12
0
57
$
95,766
$
157,753
68%
CFA Activities
6
0
0
6
$
10,134
14
0
0
14
$
24,322
$
34,456
70%
In-Service Training for K12
2
0
0
2
$
3,378
4
0
0
4
$
6,925
$
10,303
-57%
Instructional Related Facilities Plan
2
0
0
2
$
4,054
11
4
0
15
$
25,673
$
29,726
300%
3
0
0
3
$
5,067
$
5,067
1,804
262
0
2,066
$
3,489,305
$
6,652,464
Fall 2008
REASSIGNED TIME
Credit by Exam/Evaluation
Total
1
OTH Total
FY Cost 1
FT
Total
OTH Total
Spring 2009
Cost 1
OTH Total
0
0
0
0
$
-
1,620
253
0
1,873
$
3,163,159
Cost 1
OTH Total
FY Cost 1
10%
7%
% Change from
Prior Year
5%
12%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY REASSIGNED TIME CATEGORY
Fall 2009
REASSIGNED TIME
Spring 2010
Cost 1
FT
PT
OTH Total
Instructional Experimentation
460
26
9
495
$
Instructional Related Services
191
42
0
233
$
Student Advisor
189
45
0
234
Excess Enrollments
193
83
0
Special Instructional Programs
143
25
0
Cost 1
OTH Total
% Change from
Prior Year
FY Cost 1
FT
PT
836,055
439
38
9
486
$
820,854
$
1,656,909
393,537
187
50
0
237
$
400,293
$
793,830
3%
$
395,226
170
59
0
229
$
386,781
$
782,007
14%
276
$
466,164
180
58
0
238
$
401,982
$
868,146
3%
168
$
283,752
164
46
0
210
$
354,690
$
638,442
-1%
-11%
-14%
New Preparations
176
6
0
182
$
307,398
169
13
0
182
$
307,398
$
614,796
Curricular Planning
48
0
0
48
$
81,072
104
7
0
111
$
187,479
$
268,551
-4%
Instructional Related Committee
50
5
0
55
$
92,895
45
0
0
45
$
76,005
$
168,900
-21%
Instructional Support Graduate Stu
26
31
0
57
$
96,273
42
39
0
81
$
136,809
$
233,082
-17%
Course or Supervision Overload
5
0
0
5
$
8,445
48
101
0
149
$
251,661
$
260,106
600%
Nontraditional Instruction
8
0
0
8
$
13,512
7
0
0
7
$
11,823
$
25,335
-44%
Accreditation Responsibility
20
13
0
33
$
55,737
18
3
0
21
$
35,469
$
91,206
-42%
CFA Activities
15
0
0
15
$
25,335
5
0
0
5
$
8,445
$
33,780
-2%
In-Service Training for K12
1
0
0
1
$
1,689
2
0
0
2
$
3,378
$
5,067
-51%
Instructional Related Facilities Plan
10
0
0
10
$
16,890
0
0
0
0
$
-
$
16,890
-43%
Credit by Exam/Evaluation
0
0
0
0
$
-
0
0
0
0
$
-
$
-
1,535
276
9
1,820
$
3,073,980
1,580
414
9
2,003
$
3,383,067
$
6,457,047
FT
PT
FT
PT
Instructional Experimentation
504
29
11
544
$
918,816
598
41
9
648
$
1,094,472
$
2,013,288
22%
Instructional Related Services
133
58
0
191
$
322,599
164
43
3
210
$
354,690
$
677,289
-15%
Student Advisor
181
65
0
246
$
415,494
183
73
0
256
$
432,384
$
847,878
8%
Excess Enrollments
249
75
0
324
$
547,236
200
142
0
342
$
577,638
$
1,124,874
30%
Special Instructional Programs
184
39
0
223
$
376,647
165
31
0
196
$
331,044
$
707,691
11%
New Preparations
100
1
0
101
$
170,589
61
10
0
71
$
119,919
$
290,508
-53%
Curricular Planning
81
8
0
89
$
150,321
105
17
0
122
$
206,058
$
356,379
33%
Instructional Related Committee
49
0
0
49
$
82,761
54
3
0
57
$
96,273
$
179,034
6%
Instructional Support Graduate Stu
50
30
0
80
$
135,120
57
0
0
57
$
96,273
$
231,393
-1%
Course or Supervision Overload
3
0
0
3
$
5,067
8
3
0
11
$
18,579
$
23,646
-91%
Nontraditional Instruction
8
0
0
8
$
13,512
6
4
0
10
$
16,890
$
30,402
20%
Accreditation Responsibility
25
3
0
28
$
47,292
39
0
0
39
$
65,871
$
113,163
24%
CFA Activities
9
0
0
9
$
15,201
9
0
0
9
$
15,201
$
30,402
-10%
In-Service Training for K12
0
0
0
0
$
-
0
0
0
0
$
-
$
-
Instructional Related Facilities Plan
2
0
0
2
$
3,378
3
0
0
3
$
5,067
$
8,445
Total
Fall 2010
REASSIGNED TIME
Credit by Exam/Evaluation
Total
1
Spring 2011
Cost 1
OTH Total
0
0
0
0
$
-
1,578
308
11
1,897
$
3,204,033
Cost 1
OTH Total
-3%
% Change from
Prior Year
FY Cost 1
0
0
0
0
$
-
$
-
1,652
367
12
2,031
$
3,430,359
$
6,634,392
-50%
3%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY REASSIGNED TIME CATEGORY
Fall 2011
REASSIGNED TIME
Spring 2012
Cost 1
FT
PT
OTH Total
Instructional Experimentation
487
43
15
545
$
Instructional Related Services
191
29
5
225
$
Student Advisor
183
45
3
231
Excess Enrollments
323
72
0
395
Special Instructional Programs
232
9
15
New Preparations
266
0
Curricular Planning
55
Instructional Related Committee
37
Instructional Support Graduate Stu
Cost 1
% Change from
Prior Year
PT
920,505
632
27
15
674
$
1,138,386
$
2,058,891
2%
380,025
208
9
9
226
$
381,714
$
761,739
12%
$
390,159
190
32
0
222
$
374,958
$
765,117
-10%
$
667,155
266
78
0
344
$
581,016
$
1,248,171
11%
256
$
432,384
227
9
17
253
$
427,317
$
859,701
21%
3
269
$
454,341
300
0
3
303
$
511,767
$
966,108
233%
6
3
64
$
108,096
61
7
3
71
$
119,919
$
228,015
-36%
0
0
37
$
62,493
93
3
1
97
$
163,833
$
226,326
26%
62
3
0
65
$
109,785
112
15
0
127
$
214,503
$
324,288
40%
Course or Supervision Overload
16
0
0
16
$
27,024
36
4
0
40
$
67,560
$
94,584
300%
Nontraditional Instruction
22
0
0
22
$
37,158
8
3
0
11
$
18,579
$
55,737
83%
Accreditation Responsibility
28
6
0
34
$
57,426
49
3
0
52
$
87,828
$
145,254
28%
CFA Activities
12
3
0
15
$
25,335
12
3
0
15
$
25,335
$
50,670
67%
In-Service Training for K12
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-
Instructional Related Facilities Plan
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
0
0
0
0
$
-
1,914
216
44
2,174
$
3,671,886
FT
PT
Instructional Experimentation
597
23
21
641
$
Instructional Related Services
167
41
19
227
Student Advisor
205
35
0
240
Excess Enrollments
294
121
0
415
Credit by Exam/Evaluation
Total
0
0
0
0
$
-
$
-
2,194
193
48
2,435
$
4,112,715
$
7,784,601
FT
PT
1,082,649
737
22
24
783
$
1,322,487
$
$
383,403
142
27
18
187
$
315,843
$
405,360
193
41
0
234
$
395,226
$
700,935
292
120
0
412
$
695,868
Fall 2012
REASSIGNED TIME
OTH Total
FY Cost 1
FT
Spring 2013
Cost 1
OTH Total
% Change from
Prior Year
% Change from
2003/04
2,405,136
17%
49%
$
699,246
-8%
-23%
$
800,586
5%
12%
$
1,396,803
12%
178%
Cost 1
OTH Total
17%
FY Cost 1
Special Instructional Programs
274
17
0
291
$
491,499
210
21
0
231
$
390,159
$
881,658
3%
163%
New Preparations
248
0
3
251
$
423,939
234
0
2
236
$
398,604
$
822,543
-15%
26%
Curricular Planning
79
13
4
96
$
162,144
62
4
0
66
$
111,474
$
273,618
20%
13%
Instructional Related Committee
71
3
1
75
$
126,675
82
0
3
85
$
143,565
$
270,240
19%
5%
Instructional Support Graduate Stu
106
30
0
136
$
229,704
47
30
0
77
$
130,053
$
359,757
11%
173%
Course or Supervision Overload
25
0
0
25
$
42,225
19
3
0
22
$
37,158
$
79,383
-16%
-27%
Nontraditional Instruction
6
0
0
6
$
10,134
6
0
0
6
$
10,134
$
20,268
-64%
33%
Accreditation Responsibility
56
3
0
59
$
99,651
53
3
0
56
$
94,584
$
194,235
34%
207%
CFA Activities
15
3
0
18
$
30,402
12
3
0
15
$
25,335
$
55,737
10%
450%
In-Service Training for K12
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
-100%
Instructional Related Facilities Plan
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
-100%
Credit by Exam/Evaluation
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
-100%
2,143
289
48
2,480
$
4,188,720
2,089
274
47
2,410
$
4,070,490
$
8,259,210
6%
47%
Total
1
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY REASSIGNED TIME CATEGORY
Fall 2013
REASSIGNED TIME
Spring 2014
Cost 1
FT
PT
Instructional Experimentation
766
16
27
809
$
Instructional Related Services
226
36
8
270
$
Student Advisor
213
38
0
251
Excess Enrollments
259
148
0
Special Instructional Programs
296
37
New Preparations
192
Curricular Planning
41
Instructional Related Committee
Cost 1
% Change from
Prior Year
PT
1,366,401
808
31
17
856
$
1,445,784
$
2,812,185
17%
456,030
220
56
0
276
$
466,164
$
922,194
32%
$
423,939
219
28
0
247
$
417,183
$
841,122
5%
407
$
687,423
242
179
0
421
$
711,069
$
1,398,492
0%
9
342
$
577,638
267
21
9
297
$
501,633
$
1,079,271
22%
1
7
200
$
337,800
176
3
0
179
$
302,331
$
640,131
-22%
7
0
48
$
81,072
71
3
0
74
$
124,986
$
206,058
-25%
39
0
0
39
$
65,871
65
6
0
71
$
119,919
$
185,790
-31%
Instructional Support Graduate Stu
92
30
0
122
$
206,058
74
30
0
104
$
175,656
$
381,714
6%
Course or Supervision Overload
21
0
0
21
$
35,469
12
0
0
12
$
20,268
$
55,737
-30%
Nontraditional Instruction
9
17
0
26
$
43,914
33
31
1
65
$
109,785
$
153,699
658%
Accreditation Responsibility
27
0
0
27
$
45,603
37
6
0
43
$
72,627
$
118,230
-39%
CFA Activities
15
3
0
18
$
30,402
21
3
0
24
$
40,536
$
70,938
In-Service Training for K12
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
Instructional Related Facilities Plan
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
Credit by Exam/Evaluation
0
0
0
0
$
-
0
0
0
0
$
-
$
-
-100%
2,196
333
51
2,580
$
4,357,620
2,245
397
27
2,669
$
4,507,941
$
8,865,561
1
OTH Total
FY Cost 1
FT
Total
OTH Total
27%
7%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY COLLEGE WTU
AREA FT
AMC
143
BE
358
EDU
154
ECS
51
HHD
107
HUM
180
SM
189
SBS
161
Total
1,342
AREA FT
AMC
124
BE
337
EDU
187
ECS
59
HHD
116
HUM
203
SM
167
SBS
144
Total
1,336
AREA FT
AMC
33
BE
234
EDU
145
ECS
71
HHD
82
HUM
237
SM
171
SBS
163
Total
1,137
AREA FT
AMC
20
BE
255
EDU
143
ECS
56
HHD
137
HUM
289
SM
282
SBS
222
Total
1,403
1
PT
Fall 2003
OTH Total
74
10
227
33
6
397
23
9
186
2
0
53
54
0
161
22
0
202
15
0
204
40
6
206
263
31
1,636
PT
6
158
22
3
362
17
14
217
4
0
63
84
6
206
36
0
239
28
0
196
32
0
175
251
29
1,615
0
33
3
0
237
22
0
167
0
3
74
46
0
128
44
0
281
11
0
182
36
3
202
162
6
1,305
$
$
$
$
$
$
$
$
$
0
29
3
0
258
18
0
161
3
0
59
65
0
202
28
0
317
63
0
345
40
0
262
229
0
1,631
266,186
611,080
367,189
106,069
347,258
403,333
330,368
296,082
2,727,566
Cost 1
$
$
$
$
$
$
$
$
$
Fall 2006
OTH Total
9
382,896
670,533
314,154
90,193
271,085
341,178
345,232
348,272
2,763,542
Cost 1
Fall 2005
OTH Total
0
PT
$
$
$
$
$
$
$
$
$
Fall 2004
OTH Total
28
PT
Cost 1
55,737
400,293
282,063
125,324
216,192
474,609
307,398
341,854
2,203,469
Cost 1
$
$
$
$
$
$
$
$
$
49,488
435,086
271,253
99,651
340,334
534,737
582,705
442,011
2,755,266
Spring 2004
OTH Total
FT
PT
101
67
0
168
305
32
0
337
186
40
0
226
42
9
0
51
133
82
2
217
258
35
4
296
149
13
0
162
172
54
3
228
1,346
331
9
1,687
FT
PT
121
12
12
145
338
21
0
359
165
38
6
210
83
2
0
85
Cost 1
$
$
$
$
$
$
$
$
$
Spring 2005
OTH Total
92
102
3
196
249
36
6
291
200
14
0
214
160
38
0
198
1,408
263
27
1,698
PT
50
4
0
54
330
3
0
333
158
28
0
186
82
2
0
84
107
54
0
161
274
40
0
314
194
22
1
216
160
39
3
202
1,354
192
4
1,550
FT
PT
$
$
$
$
$
$
$
$
$
59
5
0
63
3
0
254
107
17
0
123
76
10
0
86
142
74
0
216
291
45
3
339
270
52
0
322
235
18
3
256
1,430
223
6
1,659
245,581
605,507
353,846
144,072
331,720
491,499
360,770
334,422
2,867,415
91,713
562,437
314,323
141,200
271,085
529,502
365,500
341,854
2,617,612
$
$
$
$
$
$
$
$
$
107,083
429,006
207,916
144,578
364,993
572,571
543,182
432,384
2,801,713
511,767
1,216,587
721,034
250,141
678,978
894,832
691,139
630,504
5,594,981
FY Cost 1
$
$
$
$
$
$
$
$
$
Cost 1
$
$
$
$
$
$
$
$
$
666,479
1,240,402
695,699
177,007
638,104
841,798
618,850
733,871
5,612,209
FY Cost 1
Cost 1
$
$
$
$
$
$
$
$
$
Spring 2007
OTH Total
251
FY Cost 1
$
$
$
$
$
$
$
$
$
Cost 1
Spring 2006
OTH Total
FT
283,583
569,869
381,545
86,815
367,020
500,620
273,618
385,599
2,848,667
147,450
962,730
596,386
266,524
487,277
1,004,111
672,898
683,707
4,821,082
FY Cost 1
$
$
$
$
$
$
$
$
$
156,570
864,092
479,169
244,229
705,326
1,107,308
1,125,887
874,395
5,556,979
% Change
from Prior
Year
-23%
-2%
4%
41%
6%
6%
12%
-14%
0%
% Change
from Prior
Year
-71%
-21%
-17%
7%
-28%
12%
-3%
8%
-14%
% Change
from Prior
Year
6%
-10%
-20%
-8%
45%
10%
67%
28%
15%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY COLLEGE WTU
AREA FT
AMC
86
BE
288
EDU
127
ECS
60
HHD
159
HUM
255
SM
262
SBS
220
Total
1,458
AREA FT
AMC
68
BE
373
EDU
184
ECS
55
HHD
154
HUM
239
SM
296
SBS
252
Total
1,620
AREA FT
AMC
49
BE
314
EDU
193
ECS
57
HHD
169
HUM
250
SM
283
SBS
220
Total
1,535
AREA FT
AMC
98
BE
291
EDU
147
ECS
69
HHD
177
HUM
256
SM
305
SBS
235
Total
1,578
1
PT
Fall 2007
OTH Total
10
0
97
3
0
291
26
0
152
2
0
62
53
0
212
44
0
299
33
0
295
39
0
259
209
0
1,667
PT
68
13
0
386
18
0
202
9
0
63
82
0
236
27
0
266
46
0
341
58
0
310
253
0
1,873
0
0
49
0
326
36
0
229
6
0
63
85
0
254
36
0
286
38
9
330
63
0
283
276
9
1,820
5
0
103
0
306
35
0
182
2
0
71
122
0
299
47
0
303
19
11
335
63
0
298
308
11
1,897
114,514
651,954
340,840
107,083
398,773
449,274
576,625
524,097
3,163,159
Cost 1
$
$
$
$
$
$
$
$
$
Fall 2010
OTH Total
15
163,326
492,175
257,235
104,718
357,224
505,011
497,917
437,451
2,815,056
Cost 1
$
$
$
$
$
$
$
$
$
Fall 2009
OTH Total
12
PT
$
$
$
$
$
$
$
$
$
Fall 2008
OTH Total
0
PT
Cost 1
82,761
550,614
386,781
106,407
429,006
483,054
557,370
477,987
3,073,980
Cost 1
$
$
$
$
$
$
$
$
$
173,967
516,834
307,398
119,919
505,011
511,767
565,815
503,322
3,204,033
Spring 2008
OTH Total
FT
PT
113
17
0
130
329
3
0
332
163
19
0
182
59
6
0
65
150
39
0
189
357
33
0
390
283
38
0
321
200
45
0
245
1,654
200
0
1,854
FT
PT
0
0
109
353
12
0
365
171
32
0
202
63
11
0
75
207
104
0
310
246
30
0
276
315
31
0
346
340
43
0
383
1,804
262
0
2,066
PT
50
20
0
70
13
0
354
180
146
0
326
67
12
0
79
195
84
0
279
245
58
0
303
289
38
9
336
213
43
0
256
1,580
414
9
2,003
PT
65
4
0
69
51
0
296
206
64
0
270
76
12
0
88
189
78
0
267
291
40
3
334
325
21
9
355
255
97
0
352
1,652
367
12
2,031
$
$
$
$
$
$
$
$
$
184,439
615,809
341,347
125,831
524,266
466,164
584,225
647,225
3,489,305
$
$
$
$
$
$
$
$
$
118,230
597,906
550,614
133,431
471,231
511,767
567,504
432,384
3,383,067
116,541
499,944
456,030
148,632
450,963
564,126
599,595
594,528
3,430,359
298,953
1,267,763
682,187
232,913
923,039
915,438
1,160,850
1,171,322
6,652,464
FY Cost 1
$
$
$
$
$
$
$
$
$
Cost 1
$
$
$
$
$
$
$
$
$
382,896
1,052,923
564,633
214,503
676,445
1,163,721
1,040,086
851,256
5,946,462
FY Cost 1
$
$
$
$
$
$
$
$
$
Cost 1
Spring 2011
OTH Total
245
219,570
560,748
307,398
109,785
319,221
658,710
542,169
413,805
3,131,406
FY Cost 1
Cost 1
$
$
$
$
$
$
$
$
$
Spring 2010
OTH Total
341
FT
$
$
$
$
$
$
$
$
$
Spring 2009
OTH Total
109
FT
Cost 1
200,991
1,148,520
937,395
239,838
900,237
994,821
1,124,874
910,371
6,457,047
FY Cost 1
$
$
$
$
$
$
$
$
$
290,508
1,016,778
763,428
268,551
955,974
1,075,893
1,165,410
1,097,850
6,634,392
% Change
from Prior
Year
145%
22%
18%
-12%
-4%
5%
-8%
-3%
7%
% Change
from Prior
Year
-22%
20%
21%
9%
36%
-21%
12%
38%
12%
% Change
from Prior
Year
-33%
-9%
37%
3%
-2%
9%
-3%
-22%
-3%
% Change
from Prior
Year
45%
-11%
-19%
12%
6%
8%
4%
21%
3%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
California State University, Northridge
Academic Affairs
DRAFT
Reassigned Time WTUs by Faculty Type
SUMMARY BY COLLEGE WTU
AREA
AMC
BE
EDU
ECS
HHD
HUM
SM
SBS
Total
AREA
AMC
BE
EDU
ECS
HHD
HUM
SM
SBS
Total
FT
PT
Fall 2011
OTH Total
Cost 1
PT
Spring 2012
OTH Total
Cost 1
FY Cost 1
% Change
from Prior
Year
124
6
0
130
$
219,570
115
0
0
115
$
194,235
$
413,805
42%
382
18
0
400
$
675,600
321
3
0
324
$
547,236
$
1,222,836
20%
216
48
0
264
$
445,896
290
38
0
328
$
553,992
$
999,888
31%
57
3
3
63
$
106,407
112
3
0
115
$
194,235
$
300,642
12%
205
41
11
257
$
434,073
295
52
16
363
$
613,107
$
1,047,180
10%
240
24
12
276
$
466,164
279
30
12
321
$
542,169
$
1,008,333
-6%
337
16
18
371
$
626,619
355
16
17
388
$
655,332
$
1,281,951
10%
38%
353
60
0
413
$
697,557
1,914
216
44
2,174
$
3,671,886
FT
PT
Fall 2012
OTH Total
Cost 1
427
51
3
481
$
812,409
$
1,509,966
2,194
193
48
2,435
$
4,112,715
$
7,784,601
FT
PT
Spring 2013
OTH Total
Cost 1
FY Cost 1
17%
% Change
from Prior
Year
% Change
fr. 03/04
(10 yrs)
-43%
129
6
0
135
$
228,015
87
3
0
90
$
152,010
$
380,025
-8%
344
21
0
365
$
616,485
304
30
0
334
$
564,126
$
1,180,611
-3%
-5%
301
28
0
329
$
555,681
243
27
0
270
$
456,030
$
1,011,711
1%
45%
116
2
0
118
$
199,302
119
0
0
119
$
200,991
$
400,293
33%
126%
298
79
24
401
$
677,289
329
75
26
430
$
726,270
$
1,403,559
34%
120%
200
29
3
232
$
391,848
214
36
3
253
$
427,317
$
819,165
-19%
-3%
321
26
15
362
$
611,418
362
28
15
405
$
684,045
$
1,295,463
1%
109%
434
98
6
538
$
908,682
2,143
289
48
2,480
$
4,188,720
Fall 2013
OTH Total
Cost 1
AREA
FT
PT
AMC
BE
EDU
ECS
HHD
HUM
SM
SBS
Total
122
12
0
134
$
392
51
0
443
$
292
33
9
334
74
4
0
280
88
255
36
370
411
2,196
1
FT
431
75
3
509
$
859,701
$
1,768,383
17%
141%
2,089
274
47
2,410
$
4,070,490
$
8,259,210
6%
47%
Spring 2014
OTH Total
Cost 1
FY Cost 1
% Change
from Prior
Year
FT
PT
226,326
104
21
0
125
$
211,125
$
437,451
15%
748,227
315
54
0
369
$
623,241
$
1,371,468
16%
$
564,126
288
32
9
329
$
555,681
$
1,119,807
11%
78
$
131,742
71
3
0
74
$
124,986
$
256,728
-36%
21
389
$
657,021
345
106
0
451
$
761,739
$
1,418,760
1%
0
291
$
491,499
295
44
0
339
$
572,571
$
1,064,070
30%
11
18
399
$
673,911
376
13
18
407
$
687,423
$
1,361,334
5%
98
3
512
$
864,768
451
124
0
575
$
971,175
$
1,835,943
4%
333
51
2,580
$
4,357,620
2,245
397
27
2,669
$
4,507,941
$
8,865,561
7%
Based on current replacement rate of $1689 per unit.
2003-Present Reassigned Time Analysis
5/2/2014
Attachment D
California State University, Northridge
Educational Resources Committee
Annual Report – AY 2013-2014
1. Committee Charge
“This committee shall make general policy recommendations in order to guide the allocation
of all University resources which impact educational programs. In carrying out its charge, the
committee may review and advise on current and proposed allocation of faculty positions;
the allocation and the projected needs for space; support equipment and operating expense
budgets; the allocation of resources for technology; the assignment and projected needs of
support staff; the recommendations of other faculty governance committees which have
significant educational resource implications; additionally, at the request of an appropriate
University committee or an Associate Dean, independently evaluate proposals for new
programs with regard to their impact on the available educational resources of the
University.” — from ERC Bylaws
2. Committee Membership AY 2013-2014
•
•
•
•
•
•
•
•
•
•
•
Jerald Schutte (Chair)
Debi Prasad Choudhary
Nazaret Dermendjian
Doris Helfer
Michael Hoggan
Yanbo Jin
Greg Knotts
Garry Lennon
Veda Ward
Ward Thomas
Diane Stephens (Executive Secretary – Non-voting)
3. Meetings
a. The Educational Resources Committee met as a Committee on the following dates:
09/10/13; 10/08/13; 11/01/13 (with Academic Technology Committee); 12/10/13;
02/11/14; 03/11/14 (with Academic Technology Committee); 04/15/14; and 05/13/14.
b. The ERC Chair and ERC Staff met for planning on the following dates: 08/27/13;
09/23/13; 10/29/13; 11/25/13; 01/28/14; 02/27/14; 04/01/14; and 04/29/14.
4. Highlights and Other Activities
a. Throughout this academic year, we examined the resource implications of the
following:
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
xi.
xii.
xiii.
xiv.
xv.
xvi.
xvii.
xviii.
xix.
xx.
xxi.
xxii.
xxiii.
xxiv.
Lottery Budget
Campus Quality Fee Process – William Watkins
Tseng Building – Joyce Feucht-Haviar
Budget – Colin Donahue, Harry Hellenbrand
Enrollment – Bettina Huber
The University Corporation – Rick Evans, John Griffin, and Georg Jahn
Research Expenditures and Work-to-Date Challenges – Crist Khachikian
Lab Printing – Michael Neubauer
Best Practices for Faculty regarding Student Printing
Proposed CSU Bond Process – Ken Rosenthal
CSU Budget and Campus Budget Process – Sharon Eichten
Valley Performing Arts Center Budget – Steven Thachuk
IT Survey re: Printing and Moodle – Hilary Baker
Senate Standing Committees Web Pages
Learning Management System Status – Hilary Baker
Ad Hoc Committee on Academic Space Planning re: Labs
Exchange Email Upgrade – Chris Ice
Network Equipment Refresh
myCSUNtablet - Deone Zell
Waitlist/Enrollment – Fall 2014 – Elizabeth Adams
Nazarian Gift – Ken Lord
Faculty Hiring – Harry Hellenbrand
Multi-Year Analysis of Reassigned Time
Multi-Purpose Facility
b. Activities that the committee acted on or are still outstanding for next semester:
i.
Joint ERC/ATC Resolution on Electronic Submission of Classwork
c.
Issues to watch for:
i.
Lab Printing
ii.
Results of the Room Reservations Schedule Modeling
iii.
Multi-Purpose Facility
iv.
Multi-Year Budgeting
v.
Proposed CSU Bond Process
vi.
Ad Hoc Committee on Office Space
vii.
Ad Hoc Committee on Lab Study
viii. Senate Standing Committees Website in the Web-One environment
5. Committee Minutes
http://www.csun.edu/erc