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Finding and Funding the Next Generation of Faculty:

An Academic and Financial Partnership

April 17, 2006

The Faculty of the Future

Cathy A. Trower, Ph.D.

Co-Principal Investigator and Research Associate

Harvard University Graduate School of Education

TIAA-CREF Institute Research Fellow

The Aging Professoriate

• The mean age of full-time faculty at four-year colleges and universities in the U.S. is 55.

• 46% of the tenured faculty are 55 and older.

• 9.3% of the tenured faculty are 65 and older.

• Most estimates suggest that most faculty will retire within 1-2 years of reaching age 65.

Gender by Employment Type, 2001

62%

38%

19%23%

36%

51%

30%

41%47%

53%

0%

10%

20%

30%

40%

50%

60%

70%

Males Females

Full Time

Tenured

On TT

NTT/No T

Part Time

Employment Type by Gender, 2001

57%

43%

31%

69%

54%

46%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Males Females

Tenured

On TT

NTT

Gender and Rank, 2001

Males Females

Instructors 49% 51%

Assistant Professors

55% 45%

Associate Professors

63% 37%

Full

Professors

77% 23%

Race by Employment Type, 2001

84%

7% 9%

41% 40%

19%24% 25%

33% 35% 35%

88%

47%

3%9%

0%

10%

20%30%

40%

50%

60%

70%80%

90%

100%

White Asian/PI URM

Full Time

Tenured

On TT

NTT/No T

Part Time

Employment Type by Race, 2001

8%

81%

8% 11%6%

87%

10%

84%

7%

0%

10%

20%30%

40%

50%

60%

70%80%

90%

100%

White Asian/PI URM

Tenured

On TT

NTT

Race and Rank, 2001

White Faculty of Color

URM

Instructors 80% 20% 16%

Assistant Professors

75% 25% 17%

Associate Professors

83% 17% 10%

Full

Professors

87% 13% 7%

Faculty Employment Trends

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

1975 2003

Full Time

Part Time

FT NTT

Tenured

Tenure-Track

Tenure Ambivalence

• Security, status, prestige• Green card; validation• Legitimacy• Deemed worthy by peers• Academic freedom• Socialized to it• NTT = stigma

• No guarantee; like SSS• Outmoded system• A guillotine overhead• Painful process, then

what?• No life for 6 years followed

by stagnation• Three full-time jobs for

$40,000

The Great Divide

• Secrecy = Quality• Merit objective• Competition good• Research alone• Narrow alleyways• Research trumps all• Life of the mind• Autonomy

• Transparency = Equity• Merit subjective• Cooperation better• Collaboration better• Chaotic intersections• Teaching/service matter• Mind AND heart• Collective responsibility

Issues and Challenges

• Politics and infighting Bar is higher “They want everything; they should shut up and work.”

• Junior faculty offers v. Senior faculty salaries

• Brain drain outside the academy

• Mentor v. Coddle

Strategic Faculty Planning

• The Right Faculty

• In the Right Positions

• At the Right Time

• At the Right Price

Recruitment and Retention Issues,

Implications, and Ramifications

Questions?

One System’s Challenges: Recruiting the Next Generation

Of Faculty at UNC

Betsy E. Brown

Associate VP, Academic Affairs

University of North Carolina System

The University of North Carolina

The University of North Carolina

• 16 institutions in 6 Carnegie 2000 classifications

• 5 HBUs, 1 Historically Native American-Serving institution

• 196,000 students (2005-06)

• 10,460 FT, 905 PT Instructional Faculty (2004-05)

Projected Enrollment Growth2000-2010

189,260

218,000

167,761

150,000

175,000

200,000

225,000

2000 (actual)

2005(projected)

2010(projected)

Age Structure, UNC Tenure Stream Faculty, 1982-2000

0

5

10

15

20

25

30

35

40

1982 1985 1988 1991 1994 1997 2000

% o

f Fa

cult

y

Under 40 Over 55

Projected Annual Position RecruitmentFY 2001-02 – FY 2010-11

319 330248 240 284 298

348407 395 376

614635 661

716 737 762 790 818

696679

933965

909 919980 1014

10851169 1185 1194

0100200300400500600700800900

1,0001,1001,200

2001-0

2

2002-0

3

2003-0

4

2004-0

5

2005-0

6

2006-0

7

2007-0

8

2008-0

9

2009-1

0

2010-1

1

Po

siti

on

s

Enrollment Growth

Retirement/Resignation

Total Positions to be Recruited

Projected and Actual Positions2001-2010

2001-2010 Projection:

Enrollment Growth 3,245 Retirement/Resignations 7,108

Total new faculty FTE 10,353

2001-2003: Projected Actual Difference

Enrollment 897 1,339 +442 Retir/Resig 1,910 1,744 -166 Total 2,807 3,083 +276

Faculty Recruitment Challenges: National Trends

• Faculty are aging: less than 20% of faculty under age 40, almost 40% over age 55. (NCES 2002)

• Doctoral degrees are increasing at a slow rate (1.9% in 2002-03); numbers are below 1973 levels in some fields.

• US citizens received 63% of all doctorates in 2003; 26% of recipients were on temporary visas.

• 55% of US citizens receiving doctoral degrees in 2003 with job commitments cited education as their intended employment sector.

• 51% of doctorates in 2003 were awarded to women. (NSF 2003)

UNC PT/FT Non-Tenure-Track Faculty1900-2003

15

19 18 1921

23

21

25

0

5

10

15

20

25

% o

f A

ll F

acu

lty

1990 1995 2000 2003

Part Time

Full Time

15

19 18 1921

23

21

25

0

5

10

15

20

25

% o

f A

ll F

acu

lty

1990 1995 2000 2003

Part Time

Full Time

UNC Tenured/ Tenure-Track Faculty1990-2003

19

47

66

17

46

63

15

42

57

16

38

54

0

10

20

30

40

50

60

70

TT

& T

F F

ac

ult

y %

of

All F

ac

ult

y

1990 1995 2000 2003

Tenure-Track

Tenured

Combined19

47

66

17

46

63

15

42

57

16

38

54

0

10

20

30

40

50

60

70

TT

& T

F F

ac

ult

y %

of

All F

ac

ult

y

1990 1995 2000 2003

Tenure-Track

Tenured

Combined

Campus Staffing Plans(2001)

Recommendation of UNC NTT Faculty Committee:

• Regular, comprehensive, reflective analyses of the numbers and roles of faculty--tenured and tenure-track, fixed-term and part-time.

• Goal: To determine the appropriate mix of faculty necessary to achieve each institution’s mission and maintain its quality.

Campus Staffing Plans(2001)

Considerations:• How many faculty employed in each type of appointment• How appointments are arrayed among programs,

departments, colleges and the institution as a whole • How faculty responsibilities in teaching, research and

service are being met at the levels and quality dictated by the institution’s mission

• How the proportion of appointments is changing• How future staffing will be affected by changes within the

institution, department, discipline• How staffing needs should be reflected in strategic and

resource planning

UNC Responses to Recruitment and Retention Challenges

Research on Mid- and Late Career Faculty:• Phased Retirement Program

25-30% of tenured faculty retirees each year 93% satisfied with program & would enter again

• Survey of Senior Faculty (age 50+) Collaboration with ANAC and Univ. of Minnesota Funded by TIAA-CREF Institute and UNC-OP Motivations: intellectual stimulation, contributions to students,

discipline, institution Concerns: health care benefits, relationship to institution in

retirement

UNC Responses to Recruitment and Retention Challenges

Research on Early-Career Faculty:• Structured interviews with tenure-track and

recently tenured UNC faculty.• Participation by UNC campuses in COACHE

survey of tenure-track faculty members (Harvard Graduate School of Education): Tenure, Work and Workload, Professional Development

and Support, Climate

• Research funded by TIAA-CREF Institute, UNC-OP, and UNC campuses

UNC Responses to Recruitment and Retention Challenges

• Increased management flexibility for campuses in hiring and compensation (including review of policies)

• Policy on sick and disability leave for faculty• Policies on stopping the tenure clock • Guidelines for faculty reassigned time

(sabbaticals)• Request to pilot UNC healthcare plan outside the

state health insurance program

UNC Responses to Recruitment and Retention Challenges

• Planned Task Force on Work-Life Issues (2006)• Improved campus exit interviews and tracking of

departing faculty• Peer comparisons, salary and benefits• “Best practices” for orienting and retaining early-

career faculty• Leadership development for department

chairs/deans

Questions?

The Next Generation of Faculty: A Small College’s Perspective

Harold Hewitt, Jr.

VP for Administration and Finance

Occidental College

Occidental College

• Independent, highly selective liberal arts college in Los Angeles, California

• Mission-based commitment to diversity• Ranked #41 out of the top 50 in US News’ 2006

college rankings; # 7 in Diversity• 1800 students, 37% students of color• Median SAT of Fall ’05 1st yr enrolled students:

1300• $305 million endowment/$64 million annual budget

Occidental’s Faculty

• 121 TT full time, 27 full time non TT, and 25 FTE part time, 10.1 to 1 Stu/Fac

• 21% of TT are between 51 and 55 yrs

• 17% of TT are between 56 and 60 yrs

• 12% of TT are between 61 and 65 yrs

• 50% of TT faculty are projected to retire over the next 15 years

Occidental: Age and Gender of TT Faculty

0

2

4

6

8

10

12

14

16

18

Under30

30-35 36-40 41-45 46-50 51-55 56-60 61-65 66 +

Nu

mb

er

of

Fa

cu

lty

Female

Male

Occidental: Ethnicity of TT Faculty

0

10

20

30

40

50

60

70

80

90

100

Asian/PI UR White

Male

Female

11.6%

16.5%

71.9%

Occidental: Ethnicity and Rank of TT Faculty

0

10

20

30

40

50

60

70

Asst Assoc Full

White

UR37.5% 36.7%

21.2%

Occidental: FT vs. PT Employment Trends

15406590

115140

1990 1995 2000 2005

Full Time Part Time

Salary Compression at Occidental

$53,000

$63,000

$73,000

$83,000

$93,000

$103,000

2004 2005 2006

Full

Assoc

Asst

Orange = Comparison Group Median Black = Oxy

Campus Staffing Plans

Recommendations of Senior Administration:• Maintain commitment to FT TT Faculty Positions

Reduce % of part time faculty Increase FT TT faculty

• Continue commitment to diversity in faculty recruitment

• Address retiring faculty concerns – health care• Develop plans to manage impact of retiring cohort

Short-term impacts: training and support Long-term impacts: process of tenure and promotion

Addressing the needs of new faculty members

• Support for research and renewal 1 term sabbatical following 6 terms (1995-96)

• Transparency and the tenure process Revisions to Faculty Handbook

• The housing issue The 2005 Occidental College Master Plan

• Salary compression

Recent experiences: # of Qualified Applicants for 8 FT TT faculty searches - Fall 2006

• Eng. & Comp Lit – 93• Politics – 62• Psych –

15• Sociology -

162

• History – 87• Math – 135• Rel. Studies – 112• Education - 21

Occidental successfully recruited the department’s first or second choice candidate in each of these searches

Projected Annual Recruitment vs. Level Recruitment

0123456789

2008

2012

2014

2016

2018

2020

2022

Projected

Level

Estimating the Financial Impact of Future Hiring

• NPV analysis of level program illustrates positive results Assumptions – retirement at avg. age 67, annual salary

increases of 5%, stable enrollment and faculty size Cash flows include estimated costs of benefits, including

new post-retirement defined contribution health program Use of annual savings to aid in the reduction of salary

compression at Assoc. and Full ranks Excludes estimated impact of new early retirement

program

Housing and the Campus Master Plan

Housing and the Campus Master Plan

17 2&3 Bedroom townhouses, flats & studios; 39 parking stalls

Moules & Polyzoides, Architects

Funding Early Retirement

AssumptionsRate of Increase in Salary 5.00% 5.00% 5.00% 5.00% 5.00%Replacement Pay 43,500 45,675 47,959 50,357 52,875 55,518Discount Rate 8.00%

TABLE 1 -- BASE: FULL SALARIES, RETIREMENT AT AGE 65, WITH REPLACEMENT IN THE FOLLOWING YEAR

Age 2001 2002 2003 2004 2005 2006Year 1 Year 2 Year 3 Year 4 Year 5

Faculty member and 2000-1 salary base

Full 2002 63 81,250 85,313 89,578 94,057 98,760 103,698Full 2001 59 90,000 94,500 99,225 104,186 109,396 114,865Phased 00-06 90% 60 90,168 94,676 99,410 104,381 109,600 115,080Phased 99-04 70% 68 97,798 102,688 107,822 50,357 52,875 55,518Phased 00-06 90% 59 89,108 93,563 98,242 103,154 108,311 113,727Phased 00-06 90% 57 101,837 106,929 112,275 117,889 123,784 129,973Full 2002 66 94,200 98,910 103,856 109,048 114,501 55,518Full 2002 67 91,600 96,180 100,989 106,038 52,875 55,518Phased 00-06 70% 63 85,925 90,221 94,732 99,469 104,442 109,664Phased 00-06 90% 60 72,800 76,440 80,262 84,275 88,489 92,913Phased 00-06 90% 65 90,168 94,676 99,410 104,381 109,600 115,080Phased 98-02 70% 65 86,353 90,671 95,204 99,964 104,963 108,111Full 2002 76 45,000 46,350 47,959 50,357 52,875 55,518Phased 02-05 70% 57 88,500 92,925 97,571 102,450 107,572 112,951Phased 98-02 90% 63 87,394 91,764 96,352 101,169 106,228 111,539

Total 1: 1,292,101 1,355,806 1,422,888 1,431,175 1,444,268 1,449,675

Retirement Plan

Questions?

Additional Resources

Faculty Recruitment and Retention, Concerns of Early and Mid-Career Faculty; Research Dialogue #86; Trotman and Brown, Dec. 2005. Now available via TIAA-CREF Institute web site: www.tiaa-cref.institute.org

Recruitment, Retention and Retirement In Higher Education – Building the Faculty of the Future. Volume by TIAA-CREF Institute. Edward Elgar Publishing, 2005.

American Council on Education web site: www.acenet.edu NACUBO web site: www.nacubo.org Recruiting and Retaining the Next Genereation of Faculty, A System-

wide Approach in Proceedings, from the 2002 Keeping our Faculties conference, University of Minnesota. Pgs. 111-113.

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