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Ph.D.-In-Hospitality-Management

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Ph.D.-In-Hospitality-Management III. Budget A. Use Table 2 in Appendix A to display projected costs and associated funding sources for Year 1 and Year 5 of program operation. Use Table 3 in Appendix A to show how existing Education & General funds will be shifted to support the new program in Year 1. In narrative form, summarize the contents of both tables, identifying the source of both current and new resources to be devoted to the proposed program. (Data for Year 1 and Year 5 reflect snapshots in time rather than cumulative costs.) If the university intends to operate the program through continuing education on a cost recovery basis or market rate, provide a rationale for doing so and a timeline for seeking Board of Governors’ approval, if appropriate. The RCHM currently spends approximately $ 342,000 annually in E & G funds in its collaboration with the College of Education in support of the Ph.D. in Education – Hospitality Education track program. Since no new courses will be required to be developed to implement the Ph.D. in Hospitality Management and existing courses taught by the Rosen College will sustain students’ progress through this doctoral program, the $342,000 in E & G funds will be reallocated to the new stand-alone program in its first year. The only additional cost in the first year associated with moving this program from an existing track in Hospitality Management Education to a stand-alone program in Hospitality Management is the addition of $12 thousand in E & G funding for library acquisitions that has been proposed by the UCF Library. This is to keep library holdings at a sufficient level, considering that budget cuts are making it difficult for the library to maintain their holdings. The RCHM has agreed to commit these funds for the library. The Dick Pope Sr. Research Institute currently provides $26,700 to fund graduate assistantship appointments for Rosen College doctoral students, and this C & G funding is conservatively projected to continue for the first through fifth years of implementation. However, grant proposals are a constant activity for the Institute and future funded grants are projected to result in additional temporal increases in graduate assistantship appoints that may not be sustained. Grant awards and subsequent funding intervals from client sources remain problematic to time and predict on a sustained basis. Approximately two-thirds of the current Ph.D. students have full-time graduate assistantship appointments, with the remaining having alternative employment and funding sources. It is projected that 100% of all new doctoral students will have assistantship appointments, and the growth in assistantship awards, along with faculty salary and benefit increases, accounts for the additional projected growth in E & G funding by the Rosen College in subsequent years, reaching a reallocation of approximate $516,000 in year five. Assistantship appointments for new and existing doctoral students are primarily graduate teaching assistantships at the graduate teaching associate level. As such, each is the instructor of record for the course (s) he/she teaches, and the assistantship costs are offset by a reduction in adjunct faculty costs. Both are paid from E & G funds. Graduate research assistantship appointments, also projected for doctoral students, are primarily through contracts and grants from projects administered by the Dick Pope, Sr. Research Institute. 2 IX. Faculty Participation A. Use Table 4 in Appendix A to identify existing and anticipated ranked (not visiting or adjunct) faculty who will participate in the proposed program through Year 5. Include (a) faculty code associated with the source of funding for the position; (b) name; (c) highest degree held; (d) academic discipline or specialization; (e) contract status (tenure, tenure- earning, or multi-year annual [MYA]); (f) contract length in months; and (g) percent of annual effort that will be directed toward the proposed program (instruction, advising, supervising internships and practica, and supervising thesis or dissertation hours). The RCHM currently has 36 full-time faculty members with UCF Graduate Faculty status. Table 4 identifies nineteen UCF faculty, one and two each of which are in the College of Education and College of Health and Public Affairs respectively. The faculty listed in Table 4 are projected to have primary roles in instruction, advising, and supervising dissertation hours. The percentage of annual effort for each faculty member participating in the doctoral program varies year-to-year and ranges from 0.0% to a high of 15% for Rosen faculty. The RCHM graduate faculty are prolific researchers and, on average, publish at higher rates than required of faculty at competing institutions. This is in light of the fact that the latter has substantially less teaching responsibilities than RCHM faculty. B. Use Table 2 in Appendix A to display the costs and associated funding resources for existing and anticipated ranked faculty (as identified in Table 2 in Appendix A). Costs for visiting and adjunct faculty should be included in the category of Other Personnel Services (OPS). Provide a narrative summarizing projected costs and funding sources. Faculty salaries and benefits (Table 2) for anticipated ranked faculty (Table 4) are estimated at approximately $59,000 in year one and grows to approximately $131,000 in year five. E & G funding is the sole funding source. C. Provide in the appendices the curriculum vitae (CV) for each existing faculty member (do not include information for visiting or adjunct faculty). A CV for existing faculty members is found in Appendix G. 3 13 April 2012 Tony Waldrop Provost University of Central Florida 4000 Central Florida Boulevard Millican Hall, Room 338 Orlando, FL 32816-0065 Dear Tony: Thank you for notifying us of UCF’s intent to offer a Ph.D. in Hospitality Management through the Rosen College of Hospitality Management. After consultation with the Dean of our Chaplin School of Hospitality and Tourism Management, Mike Hampton, I confirm that the proposed program does not adversely affect the hospitality programs at FIU. We welcome any opportunities for our faculties to collaborate remotely to enhance both our degree programs. We wish you much success with this new program. Sincerely, Douglas Wartzok Provost and Executive Vice President 4 5 APPENDIX A Appended 5/19/2012 Tables 1 – 4 6 TABLE 1-B PROJECTED HEADCOUNT FROM POTENTIAL SOURCES (Hospitality Management Ph.D. Degree Program) YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 SOURCE OF STUDENTS (Non-duplicated headcount in any given year)* HC FTE HC FTE HC FTE HC FTE HC FTE Individuals draw n from agencies/ industries in your service area (e.g., older returning students) 2 1.50 4 2.88 6 3.44 8 3.81 8 3.81 Students w ho transfer from other graduate programs w ithin the university** 0 0 0 0 0 0 0 0 0 0 Individuals w ho have recently graduated from preceding degree programs at this university 2 1.50 4 2.88 6 3.44 8 3.81 8 3.81 Individuals w ho graduated from preceding degree programs at other Florida public institutions 2 1.50 4 2.88 6 3.44 8 3.81 8 3.81 Individuals w ho graduated from preceding degree programs at non-public Florida institutions 0 0 0 0 0 0 0 0 0 0 Additional in-state residents*** 0 0 0 0 0 0 0 0 0 0 Additional out-of-state residents*** 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Additional foreign residents*** 0 0 0 0 0 0 0 0 0 0 Other (Explain)*** 0 0 0 0 0 0 0 0 0 0 Totals 6 4.50 12 8.64 18 10.32 24 11.43 24 11.43 *List projected yearly cumulative ENROLLMENTS instead of admissions. **If numbers appear in this category, they should go DOWN in later years ***Do not include individuals counted in any PRIOR category in a given COLUMN 7 TABLE 2 PROJECTED COSTS AND FUNDING SOURCES Year 1 Year 5 Instruction & Funding Source Funding Source Research Costs N ew Reallocated Enrollment Other N ew N ew N o n- Contracts & Continuing Enrollment Contracts & (non-cumulative) Subto tal Subto tal B ase * Gro wth R ecurring R ecurring Grants E&G and B ase** Gro wth Other*** Grants E&G and (E&G) (E&G) (E&G) (E&G) (C &G) C &G (E&G) (E&G) (E&G) (C &G) C &G Faculty Salaries and Benefits $58,967 $0 $0 $0 $0 $58,967 $131,336 $0 $0 $0 $131,336 A&P Salaries and Benefits $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 USPS Salaries and Benefits $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Other Personnel Services $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Assistantships and Fellowships $273,275 $0 $0 $0 $26,700 $299,975 $374,267 $0 $0 $26,700 $400,967 Library $0 $12,000 $0 $0 $0 $12,000 $0 $12,000 $0 $0 $12,000 Expenses $10,000 $0 $0 $0 $0 $10,000 $10,000 $0 $0 $0 $10,000 Operating Capital Outlay $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Special Categories $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Costs $342,242 $12,000 $0 $0 $26,700 $380,942 $515,603 $12,000 $0 $26,700 $554,303 *Identify reallocation sources in Table 3. **Includes recurring E&G funded costs ("reallocated base", "enrollment growth", and "other new recurring") from Years 1-4 that continue into Year 5. ***Identify if non-recurring. Faculty and Staff Summary Calculated Cost per Student FTE Total Positions Year 1 Year 5 Year 1 Year 5 Faculty (person-years) 0.44 0.98 Total E&G Funding $354,242 $527,603 A&P (FTE) 0 0 Annual Student FTE 4.50 11.43 USPS (FTE) 0 0 E&G Cost per FTE $78,720 $46,159 Worksheet Table 2 Budget New E&G $12,000 New E&G $12,000 8 TABLE 2 PROJECTED COSTS AND FUNDING SOURCES Year 2 Year 3 Year 4 Instruction & Funding Source Funding Source Funding Source Research Costs (non- N ew N ew cumulative) Continuing N ew Contracts & Subto tal Enrollment C
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