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CALS 8/22/13

CALS 8/22/13. Shane Burgess, Vice Provost & Dean. Recent history. Budget Cut and Remove Deficit. CALS Data for FY13 Budget Reduction (perm budget data as of 7/1/12). 1. CALS was in deficit and any money gained in retirements/other departures went straight back to provost office.

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CALS 8/22/13

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  1. CALS 8/22/13 Shane Burgess, Vice Provost & Dean

  2. Recent history

  3. Budget Cut and Remove Deficit CALS Data for FY13 Budget Reduction (perm budget data as of 7/1/12) • 1. CALS was in deficit and any money gained in retirements/other departures went straight back to provost office. 2. Then we had to make the cut. 3. Credit given to units (optimized by all funds budgeting for key areas). • 4. But CALS still needed to cut $115,552 and this was distributed to those units that had not contributed by RIF. Total Effective Total Effective Rate of Perm Cut Rate of Temp Cut Total Acad. units: 9.49% 10.30% Total Exp. stations: 6.73% 9.20% Total county CES units: 5.72% 7.65% Total other units: 3.73% 5.01% CALS TOTAL 8.69% 10.47% But no single unit had to take 8.69% cash out of its budget.

  4. FY 12 13 CALS central 57% 52% Units 43% 48%

  5. “…2012 was just foreshadowing the difficult financial future that public colleges will continue to face”. “….the data over all put public colleges on a path to economic oblivion”. “…political pressure to limit tuition increases and little expectation for big improvements in state spending mean that public colleges will have to continue to cut costs for the foreseeable future…”

  6. Today

  7. CALS perm base budget $75,000,000 $70,000,000 Adjusted for inflation $65,000,000 $60,000,000 Effect of salary increase $55,000,000 $50,000,000 Absolute $45,000,000 Despite the additional money provided in pay rises we are now -$39, 126 in spending power compared with FY13 $40,000,000 $35,000,000 $30,000,000 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14

  8. Total T/C-track FTE 270 260 250 # 240 86% of peak (FY08) 230 220 210 State base on salary FY00-FY14 Research 80% of peak (FY09) Extension 81% of peak (FY09) Teaching 88% of peak (FY09) FY

  9. State Permanent Base dollars $60,000,000 $50,000,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $0 00 01 02 03 04 05 06 O7 08 09 10 11 12 13 14 Total Undergraduate Students 3,500 3,000 2,500 2,000 1,500 1,000 500 0 00 01 02 03 04 05 06 O7 08 09 10 11 12 13 14

  10. #s T/C track faculty and Appointed Professionals 300 250 No. 200 150 100 50 0 00 01 02 03 04 05 06 O7 08 09 10 11 12 13 14 FY

  11. College-level permanent salary dollarsprojections $1,000,000 At Jan 2012 At June 30 2013 $500,000 $0 FY13 FY14 FY15 FY16 FY17 FY18 -$500,000 -$1,000,000 -$1,500,000

  12. 7/1/2013 Projections for CALS college-level permanent salary dollars

  13. FY14 Hiring

  14. Schlinger Foundation match FY14: $431,309 prior salary commitments SPFI USGS match ACBS Entomology Environment Initiative SWES SNRE

  15. FY14-17: $823,259 prior salary commitments ACBS ENTO SWES FCS SNRE Nutritional Sci Plant Sci

  16. FY14 Hires IN ADDITION to those already committed Initial Salary requests from Unit Heads after working with ADs = $1.6 M Amount of salary available = $340K Most CRITICAL or EXCEPTIONAL

  17. College-level temporary commitments

  18. 7/1/2013 Projections for CALS college-level temporary/operating dollars 1. The majority of temporary commitments are now in faculty start-up costs. 2. We cannot go negative; the money has to come from somewhere within the greater college.

  19. Distribution of Temporary Commitments faculty/other appointed salaries 21.30% Startup staff 37.71% 7.74% graduate • operations/travel/ capital investments students 12.39% undergrad 19.78% students 1.08%

  20. UA Strategic Planning and plan implementation how this affects us. • Assigning metrics (Phase IV) • Tracking achievement (Phase V)

  21. Strategic Planning Phase IV

  22. CALS’ TARGETS TO HELP UA MEET ABOR METRICS: SEE CALS STRATEGIC PLAN PAGE 6

  23. 35% FCS 30% ACBS 25% NS % of CALS Undergraduate Majors enrolled 20% 15% 10% AREC SWES SNRE 5% ABE PLANT SCI AGED ENTO 0% 0% 5% 10% 15% 20% 25% % of Total Perm Instruction Base Funding

  24. 25% SNRE 20% PS 15% NS % FY13 Research (all sponsored) expenditures (excluding IDC) SWES FCS 10% ACBS ENTO AGED 5% ABE AREC 5% 10% 15% 20% 25% % of Total Perm Research Base Funding

  25. Efficiency, effectiveness, innovation • Business centers • Quarterly Budget Models.

  26. RCM2 ………will work for us if we are doing the right things well. I’ve lived through some terrible things in my life, some of which actually happened. Mark Twain

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