PUTNEY — As a new semester begins, the aftershocks of recent budget cuts at Landmark College are being felt across campus, particularly by faculty and staff.
Measures implemented last spring were successful in preventing a budget deficit of nearly $853,000 for the college, which serves students with learning disabilities and/or attention-deficit hyperactivity disorder.
However, they left a host of new challenges for Landmark to grapple with, starting with a reduced number of faculty and staff.
Many positions vacated last semester have yet to be refilled, leaving the remaining staffers scrambling to pick up the slack.
“There was a scare, a legitimate scare, and with that scare the budget had to be re-adjusted. That's when the tough decisions came,” said Dr. Peter Eden, the school's new president.
Eden was careful to emphasize that Landmark did not end last year in a deficit, and that the college is not on a deficit footing this year.
“I think people here did a very, very good job of finding ways to save money, but many hard decisions were made in terms of personnel,” Eden said.
Faculty members have been asked to add a seventh unit to the previously required six per year. This extra unit has translated to many faculty members teaching four classes this fall instead of three.
Some faculty members have substituted hours in the Drake Center for Academic Support, or hours spent on developmental research, in lieu of teaching a fourth course.
“It's just more,” said Sara Glennon, chair of the Faculty Senate and associate professor of English. “It's more work.”
For Landmark's advising department, the extra required unit has translated into some advisors taking responsibility for upward of 30 students, a 25-to-43-percent increase.
Though the extra workload is taxing, faculty and staff have had little trouble keeping Landmark's student-centered philosophy in mind.
“We've stepped up to the plate and done our part. The faculty are managing to do this,” said Glennon. “I think faculty understands, just because of who we are, that our priority is to meet student needs. So if we don't have enough time, student needs will come first, but that means that other things may fall away.”
Many students report noticing little difference in the college.
“I get the impression that the college is not in good financial standing, but this is mainly from rumors I have heard,” said fourth-semester student Ian Howell. “I'm not actually positive this is true. I haven't noticed a lot of [effects from budget cuts] except for some of the faculty that were cut.”
Others have noticed a difference.
“I have very much noticed the [effects of budget cuts],” said student Ashley Goris. “This is my fifth semester at Landmark College, and there used to be a more wide range of faculty/staff than there is now.
“I've noticed professors have to teach more classes, and I've noticed there are more students in a classroom. I find that a bit distracting, but on the positive side I think it's good preparation for the move to a bigger college and a more 'normal' college classroom.”
Staff members are also being handed new responsibilities.
“Overall, yes, [I've noticed effects of cuts] because we're down in staff numbers,” said Residential Dean Ellen Wood.
Wood said that the remaining faculty and staff “have things covered so that what happens for students, it's not visible. ”
“But we had to combine two director level positions into one,” she said. “One of the administrative assistants retired, and we did not fill that position.”
The residential life department has adapted to budget cuts, with minimal impact on student life.
Wood reported that last year Resident Assistants managed to host over 70 programs for students, despite being on a stricter budget. And similar trends seem to be continuing this year.
“My RA's, Gordon and Marshall, co-hosted a rave this weekend and it had over 80 students in attendance but it hardly cost anything,” said Wood. “We bought glow sticks and utilized equipment that was already available on campus. ”
While faculty and staff continue to work hard to make up the difference, Eden said he's got his mind on what needs to happen.
“I do believe that there are needs in the faculty and staff area right now,” said Eden. “The question is when can we fill them and that depends on how we continue to bring in revenue.”
“Whenever you have any kind of a budget situation or fiscal crisis, you can either cut expenses, bring in more revenue, or both,” Eden said.
He added that the school “did a fantastic job of cutting expenses when concern boiled up over the winter. Right now, we absolutely want to bring in more revenue and increase our enrollment.”
The school is considering new initiatives to expand revenue, including adding more associate's degree options, adding a four-year baccalaureate option, expanding January-term and summer programming, developing online courses, and creating a graduate degree in learning-disorder studies.
“Part of the strategic plan is to increase enrollment and improve retention. How do you achieve that goal? You have new practices, and policies and efforts and teams,” said Eden.
“This is one thing were going to work on very hard, and it's going to be a difficult year, this is a college like any other college,” Eden said. “But I am confident that we're going to be just fine.”