Board of TrusteesBudget Workshop

May, 2014

Overall the recurring budget increase is $9.8 million. In addition, the budget has $9.5 million of carry forward funds.

This budget reflects no tuition increase for either the undergraduate or graduate programs

In addition, this budget is based on 10,300 FTE. We are projecting to have 10,187 FTE. Therefore, it includes a reserve for enrollment shortfall.

Funded new initiatives addressing UNF needs that also respond to BOG metrics

BUDGET SUMMARY

Total general revenue and lottery for 14/15 is $91 million. After 6 years, general revenue and lottery now is higher than $90.8 million in 07/08. Without including PO&M dollars,

general revenue and lottery for 14/15 was $72.3 million compared to $79.2 million in 07/08.

This increase in general revenue and lottery is the highest increase and the second highest increase in total budget including tuition since 2003/04

BUDGET SUMMARY

The budget increases recurring and non recurring reserves to $5.4 million or 3.4% of the total budget.

Adding in the reserves for enrollment shortfall, the overall reserve is 3.9% of the operating budget.

Of the total E&G budget, 77.0% of the budget is salaries and benefits and OPS, 4% is utilities and the remaining 19% is operating expenses

BUDGET SUMMARY

Each division reviewed their operations to determine expenses that could be reduced.

A controlled spending committee continued to meet to review spending throughout the year and look for methods to create greater efficiencies.

Year to date, the university had purchasing savings of $657K this fiscal year due to sourcing and contracting by the Purchasing Department

The vacancy pool committee continued its review process.

BUDGET PROCESS

Development and Alumni Affairs will be combining Alumni Services and Annual Giving to create a more strategic approach to engagement and giving with a greater long term return on investment.

Shifted the Office of Academic Testing from being underneath the Office of Institutional Research and Testing, to being underneath the Division of Continuing Education.

This change significantly increases the future revenue potential for the center, as Continuing Education brings promotional expertise, knowledge of new markets, and needed operational attention.

Use of part-time nurse practitioners to help staff Student Medical Center. Savings supported the department’s ability to pilot a nurse triage after-hours care line

DIVISIONAL REALLOCATIONS

Restructured Academic Affairs, in which we:Eliminated an Associate Provost position Created a full-time AVP of Academic Technology &

InnovationHired a new Associate Dean of Undergraduate Studies / Director of Honors

Reallocated five lines among the colleges

Administration and Finance reallocated resources to fund a new IT Systems Engineer and additional operational expenses for Information Technology.

DIVISIONAL REALLOCATIONS

Increase: Annualization of Tuition Increase - $441 thousand

Decrease: Base tuition adjustment for FTE – $1.2 million

Increase: Plant, Operations and Maintenance for new warehouse - $675 thousand

Increase: $7.4 million in performance funding

Increase: $3.1 million in Culture of Completion and Career Initiative

REVENUE SOURCES FOR 2014/15

$4.5 million - Allocation from new $100 million to the system

$676 thousand ($2.9 million – Base Funds Reallocated, $3.6 million – Base

Funding Allocated)

$2.2 million – Performance funding from 13/14

PERFORMANCE FUNDING FOR 2014/15

1) 2013/14 Educational & General allocation (Initial) $144,028,962 Salary Increases $1,759,292 Health benefits $1,372,318 Retirement benefits $242,896 Adjusted 2013/14 base allocation $147,403,4682) 2014/15 New Allocation Funding: Enrollment growth none for the system Annualization of 12/13 Tuition Increase $441,068 Base Tuition Adjustment ($1,205,820) Performance Funding(net) $7,360,977 Culture of Completion and Career Initiative $2,500,000 Plant, Operations and Maintenance for new space $675,325 New E&G Funding $9,771,5502014/15 Educational & General allocation(recurring) $157,175,018

RECURRING RESOURCES FOR 2014/15

New E & G Funding $9,771,550

Reserves (2013/14 Recurring) $5,733,503

Savings from Alternative FICA $175,000

TOTAL RECURRING DOLLARS: $15,680,053

FUNDING SOURCES FOR RECURRING ALLOCATION 2014/15

Culture of completion and career initiative $600,000

Callback, Enrollment Shortfall and Tuition reserve $5,059,000

Prior year balance(Unallocated) $1,707,000

Unspent funds, salary savings $2,484,000

Interest $300,000

TOTAL NONRECURRING DOLLARS: $10,150,000

FUNDING SOURCES FOR NONRECURRING ALLOCATION 2014/15

State callback $1,769,431 recurring

$3,585,688 nonrecurring

Reserve for enrollment shortfall$800,000

Executive reserve $200,000 recurring

$400,000 nonrecurring

RESERVES

ACTUAL & PROJECTED FTE

State Funded

FTE

2013/14 Actual

FTE

2014/15 FTE

TargetsLower division 3,620 3,473 3,620

Upper division 5,469 5,701 5,609

Master's level 827 797 814

Doctoral level 130 136 138

Total 10,046 10,107 10,181

College Percent of Target

Arts and Sciences 44.9%Brooks 22.8%Education 15.2%Coggin 12.3%Computing, Engineering, Construction 4.7%

Moving the Metrics

% of Graduates Employed and/or Continuing their Education Further 1Yr after Graduation (3 out of 5)

Median Average Full-time Wages for Undergraduates Employed in Florida 1Yr after Graduation (4 out of 5)

School Basic metric

IncreaseDecrease

FIU $35,100 -1%FAU $34,900 1%USF $34,600 4%UNF $34,200 4%UCF $33,700 1%UF $33,100 6%FGCU $32,900 0%UWF $31,00 0%FSU $30,300 0%FAMU $30,000 5%NCF $21,200 -1%

School Basic metric

IncreaseDecrease

FAU 70% 0%FGCU 70% 0%UCF 69% 0%UNF 69%* -2%USF 69% -1%FIU 67% -1%UF 63% 0%FSU 61% -3%UWF 60% 0%FAMU 60% -3%NCF 44% -5%

Employment Wages

FIRST -YEAR POST-GRADUATION EMPLOYMENT AND INCOME

*Prior year UNF was at 71% and tied for first place

PersonnelAssistant director of marketing and programmingfor Career Services. Goals include increased student participation in career exploration/development and connecting current students with UNF alumni for mentoring and internship programs. $60,570

Move COAS career coordinator to a fulltime position. $16,358

Operating ExpensesIncrease marketing and outreach budget

$5,000

Employment and Wages

Average Cost per Undergraduate Degree to the Institution (1out of 5)These numbers are not direct student costs, but overall costs. They do not reflect cost of graduate degrees

School Basic metric

IncreaseDecrease

UCF $21,060 4%USF $24,340 4%UF $24,940 0%FSU $25,500 2%FIU $26,730 0%UNF $29,350 3% FAU $32,430 -2%NCF $74,640 0%FGCU $29,240 -2%UWF $31,080 1% FAMU $37,950 2%

AVERAGE COST PER UNDERGRADUATE DEGREE

Personnel17 visiting faculty lines (Arts and Sciences, Education, Construction Management)

$965,900Adjuncts and overloads for all colleges $1,053,155Faculty salary increases

4% and CI*

AccountingExamination of principles of financial accountingExamination of differential course effortMore efficient course scheduling

*While faculty raises will increase the overall cost, it’s assumed that other universities will also be giving raises

Average cost per degree

Six Year Graduation Rate: Full-time and Part-time (2 out of 5)

Academic Progress Rate 2nd Year Retention with GPA Above 2.0 (0 out of 5)

School Basic metric

IncreaseDecrease

UF 96% 1%FSU 90% 0%USF 87% 2%UCF 86% 0%NCF 81% -2%FIU 78% 3%UNF 76% -2%FAMU 72% 7% FGCU 72% 1%FAU 70% -3%UWF 63% 0%

School Basic metric

IncreaseDecrease

UF 86% 1%FSU 76% 1%NCF 66% -3%UCF 66% 1%USF 61% 7%FIU 50% 3%UNF 49%* 2%UWF 44% -2%FGCU 43% -1% FAU 40% 0%FAMU 39% 0%

Graduation Retention

GRADUATION AND RETENTION RATES

*57% graduated from SUS schools

PersonnelMath Emporium Director $54,000Coordinator for supplemental instruction $63,456Advising lines

$242,200Retention, recruitment, outreach coordinator for computing and engineering $53,840TechnologyCollege Scheduler

$18,000JumpForward

$14,500

Six-year graduation and 2nd year retention

University access rate percent of undergraduates with a Pell-grant (5 out 5)

School Basic metric

IncreaseDecrease

FAMU 65 % 13%FIU 47% -2%FAU 41% 0%USF 41% 0%UWF 39% 2 %UCF 38% 2%UNF 36% 1%FGCU 35% 1%UF 32% 0%FSU 30% -1%NCF 29% -1%

PELL GRANTS - ACCESS

Incentive and support fundingNeed based grants from Tuition Differential dollars - $3,214,811President's Diversity & Inclusion Awards - $6,225

Pell Grants and access

Graduate and undergraduate degrees awarded in areas of strategic emphasis: STEM and others high need areas (grad 5 out of 5, undergrad 1out of 5)

School Basic metric

IncreaseDecrease

FAMU 39 % 4 %UF 59% 2%USF 57% 4%UCF 47% 3%FIU 40% 1%FGCU 36% 5%UNF 34% 6%*FAU 33% 2%FSU 31% 0%UWF 29% 2%

School Basic metric

IncreaseDecrease

NCF 56% 6%UF 47% 1%USF 46% 4%FAMU 43 % 3%

FAU 40% 3%FIU 40% 1%UWF 39% 2%FGCU 35% 2%FSU 35% 1%UCF 35% 3%UNF 33% 1%

Undergraduate Graduate DEGREES IN HIGH NEED AREAS

* Most improved

ConstructionPECO funds for renovating Skinner-Jones Hall $11,750,000 PersonnelMedical lab sciences director

$91,000 Electrical engineering faculty

$104,0002 Public health faculty

$169,000Nursing faculty

$97,500Support and incentive programsMarketing and recruitment in STEM fields $15,000

Degrees in STEM and other high need areas

Percent of bachelors degrees without excess hours (3)

School Basic metric

UNF 71%FIU 70%UWF 65%FAU 63%FGCU 62%UCF 60%USF 56%FAMU 31 %

DEGREES WITHOUT EXCESS HOURS

See graduation and retention rates

Excess hours

Percent of course sections offered via distance and blended learning (5)

School Basic metric

IncreaseDecrease

UNF 9 % 2%

GROWTH IN DISTANCE LEARNING COURSES

PositionsTelepresence specialist $51,016Technology supportOperating budget for AVP in technology

$20,000Support for blended and hybrid technology$20,000

% of DL courses

Funding summer school with recurring dollars $300,000Academic Affairs Operational Support

$400,000Flagship Programs

$558,924TLOs

$300,000

OTHER PRIORITIES