DIRECTIONS: Use this form when proposing a change to an existing organizational unit, center,
institute, department, school, or college that is the result of a significant reorganization of existing
units, consolidation, or change in mission.
Date of AAC Approval:
DATE OF REQUEST: September **, 2016
INSTITUTION: University of Nevada, Reno
CURRENT UNIT NAME: University of Nevada Cooperative
Extension; College of Agriculture, Biotechnology and Natural
Resources; Nevada Agricultural Experiment Station
Date of Board Approval:
PROPOSED UNIT CHANGE: No name change: Administrative Consolidation of the University of
Nevada Cooperative Extension, the College of Agriculture, Biotechnology and Natural Resources and
the Nevada Agricultural Experiment Station
A. Brief description of proposal
Currently, the College of Agriculture, Biotechnology and Natural Resources (CABNR) and the
Nevada Agricultural Experiment Station (NAES) report to a single dean and director, while the
University of Nevada Cooperative Extension (UNCE) is a separate entity with its own dean and
director. The Dean CABNR and the Dean/Director of UNCE report to the Executive Vice
President & Provost. This proposal will consolidate CABNR, NAES, and UNCE into one
administrative structure reporting to the Dean of CABNR, who will also serve as Director of NAES
and Director of UNCE. The Dean and Director will appoint an Associate Director for NAES and
Associate Dean of CABNR Academic Affairs. The Associate Director of NAES will also serve as
the Associate Dean of Research for CABNR. The Dean and Director will conduct a national
search for an Associate Dean and Associate Director of UNCE.
B. Justification for proposed change in existing program or structure
In a Nov. 8, 2012 letter addressed to Agricultural Extension Directors and Cooperative Extension
Service Directors and Administrators, National Institute of Food and Agriculture (NIFA) Director
Sonny Ramaswamy stated that “…beginning with the FY 2015-FY 2019 Plan of Work, due April,
2014, NIFA will require that all Plans of Work be integrated and submitted at the 'state level '.
NIFA defines 'state level' as the combining of all 1862 and 1890 Land-Grant University Research
and Extension entities within a single State or Insular Area.” This directive clearly indicates that
land-grant Universities are expected by the federal government to have Agricultural Experiment
Stations (AES) and Cooperative Extension (CE) programs that are very closely aligned and
“integrated”. While this directive does not require the consolidation of these units, the
administrative consolidation of NAES, UNCE, and CABNR will greatly improve their ability to
work together. NIFA issued a follow-up memorandum in May 2016 indicating that the 2012
memorandum was not intended to dictate administrative structure at land-grant universities.
Nevertheless, it is notable that all but three land-grant universities in the Western United States
operate under organizational structures that assure close alignment of AES and CE. This alignment
or integration is achieved by having AES and CE operate under a single administrative structure
that is aligned with the college that contains agriculture and to which the AES reports. The three
institutions that currently do not have CE administratively aligned with the agriculture college have
an alternate structure in which CE is part of a larger outreach unit, typically elevated to the level of
vice president. UNR is the only western land-grant institution in which CE stands alone as a
college with its own dean, without an administrative mechanism to ensure integration with AES.
The Nevada Agricultural Experiment Station (NAES) resides administratively within the College
of Agriculture, Biotechnology and Natural Resources (CABNR) at UNR. The Dean of CABNR
also serves as the Director of NAES. The proposed administrative consolidation would align
UNCE under the more common administrative organization that includes CABNR and NAES,
under a single administrative head to ensure integration of teaching, research, and extension.
The NIFA directive for “integrated” CE and AES programs is based on its desire to encourage
institutions to align their programs more accurately with their research and extension activities, and
to demonstrate effective partnership and leveraging in the use of federal grant dollars. In NIFA's
view, integrated research and extension planning and reporting is key to demonstrating such a
partnership. The broader goals of NIFA are to ensure that CE specialists and educators have
maximum access to university research expertise, and to ensure that research and teaching are
better informed by extension. As noted above, all western land-grant universities other than UNR
have adopted administrative structures that assure close coordination between CE and AES. Thus,
our proposal for administrative consolidation is clearly a best practice among institutions of our
Skeptics of this proposal have noted that UNCE’s mission includes disciplines beyond the normal
purview of agriculture (see Part II-A). While this is certainly correct, CABNR also includes
disciplines well beyond agriculture, as do all other land-grant colleges of agriculture. CABNR
includes fields such as environmental science, wildlife management, horticulture, natural resources,
and nutrition, all of which are important to UNCE. Further, it is important to note that AES topics
are identical to those of CE topics (see Part II-A). Indeed, nationwide, AES funding is used to
support institutional faculty and research that are critical to the mission of extension, such as
economics, food safety, health, child welfare, community development, etc. This is clear from
NIFA’s website.
Administrative consolidation is in the best interests of the citizens of Nevada who are served by the
teaching, research, and outreach missions of CABNR, NAES, and UNCE. Consoldation will result
in significant synergies and increased efficiencies for all programs. It will better leverage
resources and expertise in UNCE, CABNR, and NAES. Of particular note will be the enhanced
opportunities for collaborations that will bring UNR research expertise to the real challenges faced
by Nevada communities. Further, like most units at UNR, administrative and support staffing is
quite lean in CABNR, NAES, and UNCE. A combined administrative structure would benefit
critical functions such as IT, web design, communication, HR, and accounting.
C. Relationship to other programs or units within the institution and system
UNCE is an administrative unit within the university that represents the federal-state-county
partnership designed to provide educational programs for communities and to put university
research to work throughout the state of Nevada. UNCE has a presence in all Nevada counties and
assists the University in fulfilling its state-wide, land-grant mission through the delivery of
research-based practical solutions in several areas including agriculture, horticulture, natural
resources, community development, personal and family development, and health and nutrition.
UNCE faculty are dedicated to teaching, research, and service that addresses the identified and
documented needs of Nevada's diverse population. Faculty in UNCE partner with local and county
governments, university colleges and units, and other organizations to provide instruction,
information, applied-research findings, and community service. UNCE supports joint
appointments for “state specialist” faculty that are affiliated with several UNR colleges, including
CABNR, Business, Science, and Education, to conduct statewide extension and outreach, thus
facilitating connections between campus-based research and community education.
CABNR is a founding college of the University of Nevada, Reno. It has three academic
departments and offers courses and participates in programs for BS, MS, and PhD degrees in a
variety of areas, including agriculture, biochemistry and biotechnology, ecohydrology,
environmental science, environmental science and health, hydrology, nutrition, rangeland ecology
and management, forest management and ecology, wildlife ecology and conservation, and
veterinary science. CABNR had for many years strong capacity in agricultural and natural
resource economics, but lost much of this during the great recession. UNR is in the process of
rebuilding this capacity. The instructional programs of CABNR are supported by the academic
budget of the university, and the Dean is responsible for the programs of the college and its
The NAES, established under the Federal Hatch Act of 1887 to conduct scientific, agricultural
investigation, and experiments, supports funding for a major portion of CABNR faculty in addition
to supporting faculty in other units on campus to conduct mission-oriented research. The Director
of NAES, who is also the Dean of CABNR, is responsible for all programs and budgets of NAES,
including the maintenance of several off-campus field stations in support of research and outreach
activities. NAES areas of research expertise are largely the same as in CABNR, but it does have
two partial appointments in Business and Economics in the College of Business, and one partial
appointment in the College of Liberal Arts. This, however, could change, as NAES funding can be
used for a variety of other topics, as NIFA makes clear. All NAES faculty appointments are
currently on campus, with the exception of a partial (0.25) appointment in agronomy in Churchill
County. This needn’t be the case, however. In most states, off-campus AES faculty appointments
are made at research and extension centers.
D. Estimate of resources needed for proposed change (personnel, library holdings, facilities,
Because CABNR, NAES, and UNCE will each retain their individual identities, there will be no
costs associated with forms, business cards, signs, letterhead, etc. There will be modest costs
associated with moving some UNCE, CABNR, and NAES administrative staff into a common
space. As noted above, upon regent approval of the proposed consolidation, a national competitive
search will be conducted for an Associate Dean and Associate Director of UNCE.
E. Estimated annual financial impact of proposed change
A. Description and mission of unit as proposed for change
A fundamental tenant of land-grant universities, an expectation of the federal government, and a
major goal of this consolidation, is that teaching, research, and extension work synergistically to
improve lives. The missions of CABNR, UNCE, and NAES will not be changed and will remain
consistent with federal expectations, NIFA topics, and state statute. NIFA topics for CABNR,
NAES, and UNCE include Advanced Technologies (Bioenergy, biotechnology, and
nanotechnology); Animals (Animal breeding, health, production, and aquaculture); Business and
Economics (Markets and Trade, Natural Resource Economics, and Small Business); Education
(Minority Serving Institutions, Teaching and Learning, and Workforce Development);
Environment (Climate Change, Ecosystems, and Invasive Pests and Diseases); Farming and
Ranching (Agricultural Safety, Agricultural Technology, Farmer Education, Organic Agriculture,
Small and Family Farms, and Sustainable Agriculture); Food Science (Food Quality and Safety);
Health (Nutrition, Obesity, and Wellness); International (Global Engagement and Food Security);
Natural Resources (Air, Forests, Grasslands and Rangelands, Soil, and Water); People
(Communities, Families, and Youth); and Plants (Crop Production, Pest Management, Plant
Breeding, and Plant Health). State-mandated areas for UNCE that are complemented by NIFA
topics are Agriculture, Community Development, Health and Nutrition, Horticulture, Personal and
Family Development, and Natural Resources in the rural and urban communities in the State of
Nevada. The consolidation will improve the ability of the three units to utilize and leverage federal
funding, achieve their missions, and promote the University's achievement of its statewide outreach
mission through better integration of teaching, research, and extension. Integration, including
improved planning and reporting, will be ensured by one administrative head. However, flexibility
will be maintained regarding academic homes of UNCE- and NAES-faculty.
B. Statement of objectives
Research and Outreach
• Preserve and enhance the missions of UNCE, CABNR, and NAES while enhancing the
fulfillment of UNR's statewide outreach mission through greater integration of teaching,
research, and extension, better leveraging of federal, state, and private funds, and greater
efficiencies through combined administrative and support staff.
• Enhance synergies between UNCE, CABNR, and NAES in a broad range of topics specified by
NIFA and state statute to facilitate applied research that will directly impact the citizens of
• Strategically invest in research, educational, and outreach programs aligned with NIFA and
state topics that are most impactful to the citizens of Nevada.
• Diversify research topics addressed by CABNR and NAES, and seek to establish research and
extension centers in strategic locations.
• Explore the possibility of establishing an extension and agricultural-education degree program
within CABNR.
• Meet current and emerging federal requirements for integrated activities, and facilitate joint
annual planning and joint annual reporting regarding use of federal funds.
Administrative and Organizational Structure
• Consolidate administrative functions of UNCE, CABNR, and NAES while preserving integrity
and identity of those units, including promotion-and-tenure policies. As noted previously, it is
a federal requirement that universities clearly maintain the budgetary identities of CE and AES.
The administrative structure will assure that this requirement is met.
Leverage staffing resources in the three units to benefit critical functions, including IT, web
design, communication, HR, and accounting.
Maintain current CABNR and UNCE representation on Faculty Senate and University
promotion-and-tenure committees (to be determined by the Faculty Senate).
Transparency and Accountability
• Create a partnership committee consisting of UNCE, CABNR, and NAES faculty; Nevada
Association of Counties (NACO) representatives; and a member appointed by the Governor.
The partnership committee will address communication, finance, major personnel hires and
dismissals, and other issues deemed important by NACO.
• Create a transparent accounting mechanism to provide assurance that UNCE funds are used
exclusively for UNCE programs and that county funds are being used only in the county that
provided them.
• A liaison will be established who will be explicitly charged with maintaining close
communication with NACO. NACO will participate in selecting the appropriate faculty
position to serve in this role. This position will be physically housed in NACO headquarters in
Carson City. The major roles of the liason will be to (1) ensure that communication between
NACO and CABNR/NAES/UNCE is maintained regarding administrative and programmatic
operations and goals, (2) reduce the administrative burden regarding CABNR/NAES/UNCE
and UNR interaction of NACO's limited personnel, and (3) provide rapid response as a
university conduit to NACO and its member counties on needs regarding community
development, response to state or federal agencies, or other areas consistent with the land-grant
C. Plan for assessment of objectives
As noted below, UNCE, NAES, and CABNR have existing strategic plans that will continue to serve
them. However, the consolidation will bring new opportunities for synergisms and collaborations that
need to be thoughtfully explored. Therefore, an overarching strategic plan that builds upon
recommendations from the January 2016 retreat will be further developed to identify target areas for
future investments in faculty and staff positions with a view towards facilitating collaborations and
enhancing the translation of campus research into community impact across the state. The planning
process will include UNCE, NAES, CABNR, NACO, and other community and state-wide
organizations as appropriate.
Research and Outreach
• The impact and number of collaborations between research and outreach within the
consolidated units and across the University will be monitored. Extramural funding for
research and outreach programs will be tracked, with the expectation that funding will increase
substantially. As capacity in economics and social sciences is rebuilt, economic and other
assessments will be used to monitor and evaluate the impact of education, research, and
extension programs, including programs such as 4-H and Master Gardener. Impact will be
reported to NIFA, NACO, and other stakeholders on a regular basis.
Administrative and Organizational Structure
• The modest changes to central staff support of the consolidated units will be evaluated
annually to assess the effectiveness of the changes, and adjustments will be made as warranted.
This will be accomplished by a survey and group meetings with faculty and staff. Similarly,
regular discussions with faculty from the consolidated units will be conducted to assess their
satisfaction with the fulfillment of their research, educational, and outreach missions.
UNR is committed to an ongoing dialogue that will address concerns and/or uncertainties of
UNCE faculty regarding the consolidation. Toward that end, a working group will be
established that consists of a representative of UNCE faculty and appropriate members of the
administration. This working group will identify and address questions regarding promotion
and tenure, and potential formal affiliations of UNCE faculty within UNR academic
departments. A timeline of 16 months to resolve these issues has been proposed.
Transparency and Accountability
• Concern over operational matters and in particular financial transparency have been expressed
by UNCE faculty as well as county and community stakeholders. Therefore, a working group
of faculty, stakeholders, and administrators will be formed to develop guidelines for how best
to provide transparency in operational and financial matters. For this and other consolidation
issues, working groups have proposed a timeline of 16 months. In addition to transparency, a
goal of this working group will be to provide guidance on how to improve services to
Nevada’s counties. There will be a strategy of increased communication at the county level,
including polling communities and counties. This will include detailed financial reporting to
each county to provide assurance and feedback regarding the proper use of county resources,
regular visits by the Dean and Associate Deans, and clear communication with and through
Extension Educators who are based in Nevada’s counties. This should provide a level of
engagement and support at the county level that will result in greater satisfaction with UNR
and CABNR/NAES/UNCE. Counties will be provided detailed financial accounting for
county funds. Federal regulations regarding the appropriate use of Federal Formula Funds
through the Hatch Act and the Smith-Lever Act will be audited by USDA, NSHE, UNR, or
other appropriate auditors. Any misallocation of these funds is a violation and would be noted
in these audits. Independent budgets are already maintained for CABNR and NAES
appropriations. Federal reports are required to be submitted each year by NAES and UNCE on
the use of these federal funds and are required to be tracked and accounted for independently.
D. Contribution and relationship of proposed change to the following –
Institution mission
All three units play a critical role in the institution's mission of providing "outstanding
learning, discovery, and engagement programs that serve the economic, social,
environmental, and cultural needs of the citizens of Nevada, the nation, and the world." As
described above, administratively locating them under the same dean/director will provide
additional opportunities for collaboration in teaching, research, and outreach.
Campus strategic plan
The University's strategic plan identifies three interconnected core themes that relate to its
broad mission. These themes--Learning, Discovery, and Engagement--are critical
components of our broad mission. This administrative consolidation will create, strengthen,
and improve the relationships and collaborations between and among the faculty and staff of
the three units and create synergies that will improve individual and collective activities
directed at having an impact on many of the goals and objectives in the plan. Adherence to
federal guidelines on the percentage of NAES and UNCE federal funds devoted to integrated
activities, communication with NACO and other stakeholders, and further development of the
topical working groups will facilitate synergies and collaboration. As described above,
administrative consolidation of UNCE, CABNR, and NAES will enhance learning,
discovery, and engagement across the state.
College strategic plan
Currently the mission of CABNR and NAES as stated in the strategic plan approved in 2012
is “To improve the quality of life for all Nevadans through education and research that
(1) supports the agriculture enterprise,
(2) promotes community health and well-being,
(3) sustains natural resources and the environment, and
(4) stimulates economic development.
The mission of UNCE as stated in the strategic plan approved in 2012 is “To discover,
develop, disseminate, preserve and use knowledge to strengthen the social, economic and
environmental well-being of people.”
(1) Discover: by assessing community needs; understanding emerging issues; and
researching solutions.
(2) Develop: science-based programs to help resolve the needs of community residents.
(3) Disseminate: useful knowledge through educational programs and publications.
(4) Preserve: useful knowledge by publishing findings in curriculums and fact sheets that are
easily accessed by the public.
(5) Use: demonstrations and “hands on” learning techniques to encourage application of
science supported solutions.
Administrative consolidation of CABNR/NAES and UNCE will programmatically strengthen
our ability to improve quality of life for Nevadans through the prominent inclusion of
extension along with education and research under NIFA and state-mandated topics that are
highly relevant to all three units. Thus, it will serve to improve the ability of the units to
achieve their goals and objectives.
As noted above, comprehensive strategic-planning process will be launched immediately
after the consolidation is approved. Efforts to further develop a strategic plan before approval
have proven difficult due to reluctance of some who are opposed to consolidation to plan
something that has not been approved.
Other programs in the institution
It is expected that this consolidation will enhance contributions and relationships of programs
in NAES, UNCE, and CABNR with colleges, departments, and other units at UNR. UNCE
currently has joint faculty appointments with UNR programs in the Colleges of Business;
Education; Science; and CABNR. Flexibility will be maintained to accommodate academic
homes and expectations of UNCE and NAES appointments that are substantially different
from CABNR-related disciplines, such as those on child development or substance abuse.
Possibilities include departments in the Colleges of Education or Liberal Arts, as is currently
the case. These will be specified in jointly developed memoranda of understanding. Joint
reporting and evaluations will be utilized in such cases. Exit clauses will also be part of said
Other related programs in the System
No other NSHE institutions have programs that are comparable to UNCE, CABNR, or
NAES. This consolidation will enhance contributions and relationships of programs in the
NAES, UNCE, and CABNR with institutions, colleges, departments and other units in
NSHE. Expected enhanced collaborations are especially likely with DRI, WNC, Great Basin
and TMCC, and UNLV due to the existing research and/or outreach relationships already in
E. Evaluation of need for the proposed change
As noted above, NIFA requires that UNCE and NAES work plans be integrated in order to assure
maximum synergisms between the outreach mission of UNCE and the research resources of the
university. UNR is the only Western U.S. land-grant university that lacks an administrative structure
that assures close coordination of CE and AES. The administrative structure proposed here is by far
the most common among western land-grant universities. Thus, we are proposing the adoption of what
is clearly a best practice among universities of our type.
In 2012, President Johnson appointed an ad hoc committee to make recommendations on how best to
consolidate UNCE and CABNR. The report from that committee was tendered to Provost Carman on
Feb. 1, 2013. With the state recession, CABNR, NAES, and UNCE programs lost significant financial
resources. Their ability to carry out their mission was challenged. With the recovering economy,
CABNR programs are growing, and new positions have been added to UNCE. The expectation is that
growth will benefit the outreach missions of NAES and UNCE through joint appointments and
increased presence throughout the state. There will be a coordinated and strategic recruitment effort
for targeted hires in unaddressed or under-served areas, such as 4-H, pest management, invasive
weeds, child development, and nutrition. Programmatic or thematic groups will be formed to ensure
knowledge and relationships are communicated and leveraged to their most effective use.
F. Procedures used to arrive at the decision to make the proposed change
There has been an extensive dialogue regarding the administrative consolidation of UNCE, CABNR,
and NAES over the past few years. As noted above, in 2012, President Johnson appointed a committee
that was charged with exploring possible organizational structures. The committee tendered its report
to Provost Carman on February 1, 2013. During the following several months, President Johnson and
Provost Carman engaged in several meetings with UNCE, CABNR, and NAES faculty and staff. They
also met with county commissions and community stakeholders throughout the state, as well as with
NACO leadership. From these discussions, it was clear that there were significant concerns about the
possibility of consolidation. These concerns were magnified by inaccurate information that had been
disseminated to community leaders and stakeholders, such as alleged hidden efforts of central
administration to move UNCE faculty onto main campus, or divert county funds to the UNR campus.
A search was underway for a new CABNR dean, which created concern about whether the new dean
would have the appropriate credentials to lead the consolidated programs. Following a meeting with
NACO leadership in June of 2013, a decision was made to suspend plans for consolidation until a new
CABNR dean had been hired and had a chance to become acquainted with faculty and community
stakeholders. Dr. Mark Walker was appointed as Interim Director of UNCE, and he continues to serve
in that capacity
Dr. William Payne was appointed as CABNR Dean and NAES Director in the fall of 2013. During his
appointment, Dean Payne has traveled extensively throughout Nevada and has met with UNCE faculty
and staff as well as a variety of citizen stakeholders. Dean Payne has deep understanding of the
mission of Cooperative Extensive from his many years of experience at Texas A&M University and
Oregon State University.
In the Fall of 2015, Provost Carman communicated to UNCE, CABNR, and NAES faculty and staff
his plans to once again pursue the administrative consolidation of these programs. This announcement
began a series of discussions with faculty, staff, and community stakeholders, including the Nevada
Association of Counties (NACO) that culminated with a retreat in January of 2016. At the request of
the provost, the retreat focused on the synergies that could be realized through consolidation as well as
on anxieties and concerns about the consolidation. The report from the retreat is included as an
attachment to this report. The recommendations and concerns expressed in the report are addressed in
section B, “Statement of Objectives”.
Finally, the proposed consolidation was reviewed by the UNR Faculty Senate. The consolidation
report and supporting materials were posted on the Provost’s website for public comment. The
proposal was reviewed by an ad hoc committee, which submitted its recommendation to support the
consolidation proposal at the April 21, 2016, Faculty Senate meeting. The Faculty Senate voted not to
support the proposal, but provided constructive suggestions for improving the proposal. Those
suggestions were incorporated into this revised consolidation proposal.
G. Capability within the following areas to make the proposed change –
Faculty strengths
There are a variety of faculty strengths in UNCE, CABNR, and NAES. Some illustrative examples
Administratively, NAES has two IT professionals and UNCE has one. Working as one College
will allow them to back one another up during leaves-of-absence or during server issues or
migrations. NAES also has a full-time Grants and Projects Analyst that works with faculty,
sponsors, and OSP. This employee can unload other non-grant related duties to a few other staff
members and work more with UNCE to support grant application and management. All current
accounting, HR and administrative support staff will remain but consultation among them may
result in the shifting of tasks to maximize efficiencies and to fully utilize each employee’s talents.
CABNR/NAES will gain from the communications expertise in UNCE, and UNCE will gain from
CABNR’s recent web conversion coordinated with UNR Marketing & Communications.
Communication among the units can be better coordinated and targeted without competing or
being duplicative. UNCE will also gain from CABNR/NAES’s full-time Development Director in
fundraising and donor development who can work synergistically with UNCE's recently hired 1/2
time development officer. There also is the very good possibility of a full-time administrative
faculty in development for UNCE; the vice president for development has offered to fund 1/2 of
such a position.
Regarding research, teaching, and extension topics, we have mentioned more than once that, at the
federal level (NIFA), NAES, and UNCE topics are identical. UNCE’s main disciplinary areas by
state statute are: Agriculture, Community Development, Children, Youth and Family, Health and
Nutrition, Horticulture and Natural Resources. CABNR and NAES have faculty strengths in all
state topics save Children, Youth and Family (CYF). Nonetheless, NAES funded CYF research as
recently as 2009. NAES could and should begin funding research in this area again, but that does
not at all imply that CYF faculty need be housed in CABNR. There are existing models at UNR
and at other western land-grants in which CYF research and extension is financed through
appointments in other colleges.
One administrative unit will facilitate coordinated communication and collaboration between
Extension Educators, counties, and teaching and research conducted on campus, thereby
maximizing effectiveness and efficiencies regarding research delivery and impact. Research or
teaching faculty can provide feedback, results, and insights to Extension, and Extension Educators
can bring back issues, problems, and/or concerns of the community to be investigated and
otherwise better inform research or teaching faculty on or off campus. This is in essence how the
tripartite mission of teaching, research and extension at land-grant universities was meant to be
achieved. The NIFA website offers several examples of how this integrated tripartite approach
have had large, positive impacts.
Organizational arrangements that must be made within the institution to accommodate
the unit
No significant organizational arrangements will be required to accommodate the consolidation.
With minor exceptions, faculty will continue to be located in their current offices, laboratories, and
communities. As noted above, promotion and tenure procedures will not change. UNCE,
CABNR, and NAES will retain the budget autonomy and structure that currently exists. Most
administrative faculty and classified staff will maintain their physical location and their current
duties. We do anticipate some restructuring in the organization of central administrative staff that
will allow for optimal efficiencies. No positions will be eliminated as the result of this
H. Resource Analysis – proposed source of funds necessary for the proposed change
(enrollment-generated state funds, reallocation of existing funds, grants, other state funds)
CABNR, NAES, and UNCE will retain their existing budgets and no additional funds will be
required to implement the proposed change. Nonetheless, to become more effective as a land-grant
university, and in light of previous severe budget cuts to NAES and especially UNCE, strategic
future investments will be needed. Central administration has publicly committed to making
reinvestment into NAES and UNCE a legislative priority in 2019.
I. Estimated budgetary and financial ramifications that may result from the proposed change
The administrative consolidation will have no immediate budgetary or financial ramifications other
than increased leverage for federal funding. In the medium to long term, it is anticipated that
synergies between UNCE, CABNR, and NAES, as well as with other University programs, will
result in increased success in attracting external funds in support of research, educational, and
outreach programs.
J. Impact of proposed change on institution’s existing resources
As noted above, we anticipate no short-term impact on existing resources. In the longer term, as
noted above, we expect that the consolidation will enhance institutional resources.
Please attach any supporting documentation (i.e. support letters from community, industry)