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Academic Forum: How to Survive Manage the Reversion Anticipated Budget Reduction. January 15, 2009 Kyle R. Carter Provost and Senior Vice Chancellor. Outline of Today’s Forum. Budget 101 The Budget Shortfall Actions to Date WCU’s Unique Problem Corrective Actions

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Academic forum how to survive manage the reversion anticipated budget reduction

Academic Forum: How to Survive Manage the Reversion Anticipated Budget Reduction

January 15, 2009

Kyle R. Carter

Provost and Senior Vice Chancellor


Outline of today s forum
Outline of Today’s Forum

  • Budget 101

  • The Budget Shortfall

  • Actions to Date

  • WCU’s Unique Problem

  • Corrective Actions

  • Questions and Discussion


Budget 101 types of budgets
Budget 101: Types of Budgets

  • The University’s E&G (Education and General) budget

    • Funds that pay for core personnel and operations related to the university’s mission

    • Sources

      • State appropriations

      • Tuition

  • Capital budget

    • Funds specifically earmarked for construction

  • Auxiliary and fee budgets

    • Self-supporting budgets that exist on revenues generated

    • Outside the E&G budget

      • Examples: Book Store, Housing, Athletics, University Center operations



Budget 101 enrollment funding
Budget 101: Enrollment Funding

  • See Handout 1:

    SCH – Enrollment Change Funding

    Model


Budget shortfall
Budget Shortfall

  • State revenue shortfall expected to be 10% or more of 2008-09 budget

  • Reductions to E & G budget

    • Reversion for 2008-09

    • Anticipated permanent reductions for next year


Budget shortfall1
Budget Shortfall

Budget Reductions: Essential Points

  • Applies only to state appropriation

  • WCU’s state appropriation is approximately $95.5 million

  • Every 1% equates to approximately $955,000


Budget shortfall the reversion
Budget Shortfall: The Reversion

  • What is a reversion?

    • State sends a lesser amount than promised

    • One-time cut

  • Effect on 2008-09 WCU’s E&G budget

    • 5% less than expected

    • Institution $4.8 million

    • Provost Division $3.5 million

      • Handled centrally—So far

        • Held back 20 new faculty positions

        • Academic support dollars

        • Reserve funds



Actions to date
Actions to Date Budget

  • Identified criteria to guide decisions

  • Brainstorming session to identify possible cost savings strategies

  • All Deans and Directors (and VCs from other areas) have prepared 8% scenarios that are under review

  • See Handout 2


Actions to date criteria to guide decisions
Actions to Date: Criteria to Guide Decisions Budget

  • Institutional Criteria

    • Strategic initiatives including UNC-T

      • QEP

      • Millennial Campus

      • Quality students

    • Infrastructure

    • Retention and graduation

  • Provost Division

    • Production of distinguished graduates

    • Quality relationships that support core mission

    • Core programs, services and talent

    • Long-term productivity trumps short-term gains


Wcu s unique problem
WCU’s Unique Problem Budget

SCH production not aligned with budget


Wcu s unique problem1
WCU’s Unique Problem Budget

Understanding the Problem

  • New faculty positions are earned separately

    • SCH through distance education

    • SCH through resident instruction


Wcu s unique problem2
WCU’s Unique Problem Budget

  • Over budgeted by 25 to 30 faculty lines

  • Over budgeted in support dollars that accompany faculty lines in areas like

    • Academics

    • Library

    • IT

    • Finance

    • Development



Wcu s unique problem some variables associated with student faculty ratio
WCU’s Unique Problem: Some Variables Associated with Student/Faculty Ratio

  • Number of faculty

  • Class size

  • Size of curriculum

  • Class scheduling

  • Concentration in major

  • Faculty load


Wcu s unique problem average instructional salary ranks 11 th in the system
WCU’s Unique Problem: Student/Faculty RatioAverage Instructional Salary Ranks 11th in the System


Corrective actions getting back in balance
Corrective Actions: Getting Back in Balance Student/Faculty Ratio

  • Reduce current instructional FTE (582.25) by at least 30 FTE

  • Increase S/F ratio to 17 to 1

  • Increase average instructional salary

    Cautions

  • Move toward 3/3 faculty load

  • Focus on quality


Corrective actions the most pressing problem
Corrective Actions: The Most Pressing Problem Student/Faculty Ratio

FALL CLASS SCHEDULE

is due January 29th

See Handout 3: Strategies for Fall Semester 2009


Corrective actions more long term issues
Corrective Actions: More Long-term Issues Student/Faculty Ratio

  • Size of the major

  • Size and flexibility of Liberal Studies

    See Handout 4: Actions


Corrective actions anticipated results
Corrective Actions: Anticipated Results Student/Faculty Ratio

  • More efficient curriculum

    • Better retention

    • Better graduation rates

  • Higher future levels of funding

  • Increased faculty salaries

  • More appropriate faculty loads

  • Increased quality in academic programs


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