the university of north carolina at pembroke fiscal year 2012 budget reduction/reversion summary...
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The University of North Carolina at Pembroke Fiscal Year 2012
Budget Reduction/Reversion Summary
Budget Reduction EstimateMillions
Budget Reduction Goal $5.94Budget Reversion Goal $1.20Total Fiscal Year 2012 Budget Plan $7.14
Estimated Revenues less Expenses:Estimated Net Tuition Increased Revenue $1.80 Additional Auxiliary Overhead Receipts $0.17 New Positions Authorized or Added Since July 1st -$1.10
Total Anticipated FY 2012 Net Additional Revenue $0.87 Net Target After Revenue $6.27
FY 2012 Divisional Budget Reductions:
Amount
Div. Reduction/Total Reduction
Div. Reduction/Div. Appropriation
Div. Appropriation/Univ. Appropriation
Business Affairs $0.85 11.90% 10.00% 14.21%Student Affairs $0.23 3.22% 15.00% 2.52%Enrollment Management $0.24 3.36% 10.00% 4.26%Advancement $0.06 0.84% 10.00% 1.02%Chancellor $0.63 8.82% 15.00% 7.17%Academic Affairs $4.26 59.66% 10.00% 70.82%
Sub-Total, Divisional Reductions $6.27 87.82%Sub-Total Revenue $0.87 12.18%
Total Fiscal Year 2012 Budget Plan $7.14 100.00%
The University of North Carolina at Pembroke Fiscal Year 2012
Budget Reduction/Reversion Summary
Position Summary:
Filled VacantSource Fund
ChangesUnallocated
position lines TOTALPhase Retirement Faculty 2* 2Faculty 6** 16 22EPA - NF 2 2 1 5SPA 1 13 2 7.5 23.5 Sub-Total 5 21 3 23.5 52.5
* two faculty members going on to phased retirement and being rehired to teach part-time
**includes one faculty member retiring in December 2011
ACADEMIC AFFAIRS Slide 1 of 6
Description
Amount of
Reduction Applied Toward
Org. Code 10%
INSTRUCTION CommentsCollege of Arts & Sciences
Filled EPA-Faculty positions: Art Mid-Year Retirement PCN 2408 101020 $15,000 See Note 1 of “Notes to Budget
Adjustments (3 24 11)” doc Math & CS Phased Retirement PCN 838 101100 $59,162 Retiring incumbent - phased retirement.
$Net savings are for .5 FTE. Social Work Phased Retirement PCN 2626 101190 $45,136 Retiring incumbent - phased retirement.
$Net savings are for .5 FTE. Vacant EPA-Faculty positions: Digital Academy PCN 2762 101020 $66,626 Art PCN 2761 101020 $80,770 English PCN 1382 101050 $86,206Vacant SPA positions: Nursing PCN 2569 101320 $37,476 Digital Academy PCN 2610 101450 $37,587Digital Academy - Operating Budget 101450 $22,500
ACADEMIC AFFAIRSSlide 2 of 6
Description
Amount of Reduction
Applied Toward
Org. Code 10%
School of BusinessVacant EPA-Faculty positions:
School of Business PCN 2501 101041 $72,149 School of Business PCN 2722 101047 $110,492
School of EducationFilled SPA position:
School of Ed PCN 355 101060 $37,476
University - School Programs Operating Budget 101250 $34,494
Eliminate HPER Adjuncts 101730 $13,000
Coaches salary moved from Instruction to Athletics 101080 $120,000
ACADEMIC AFFAIRSSlide 3 of 6
Description
Amount of Reduction
Applied Toward
Org. Code 10%
Interdisciplinary Studies (BIS Program) BIS Stipends 101750 $19,525
Faculty Positions Unallocated Faculty Positions 2011 101980 $1,300,000
School of Graduate Studies Graduate Studies Operating Budget 101230 $1,000 Graduate Studies Operating Budget 102230 $2,000
Reduce Graduate Admissions Operating Budget 160690 $10,000
LIBRARY Purchasing Other Services 151470 $30,000
Learning Resources 151470 $66,349 Equipment 151470 $103,651
ACADEMIC AFFAIRS Slide 4 of 6
Description
Amount of Reduction
Applied Toward
Org. Code 10%
Distance Education Faculty Travel Reduction 107400 $23,520
Reduction in Conferences and Subscriptions 107400 $23,625 Re-negotiation of FTCC Rental 107400 $32,000 Reduction of Miscellaneous 107400 $37,500 Reduce Online Tools 107400 $40,000 Reduction in Instructional Cost 107400 $51,000 Reduce Paid Online Course Development 107400 $57,600 Reduce Marketing Budget 107400 $58,600 Eliminate Facility Rental at Cape Fear 107400 $70,000
Reduction of Budget Reallocation to Other Priorities 107400 $300,000
ACADEMIC AFFAIRS Slide 5 of 6
Description
Amount of Reduction
Applied Toward
Org. Code 10%
DoITFilled EPA positions: DoIT PCN 351 152530 $78,789 See Note 2 of “Notes to Budget Adjustments
(3 24 11)” doc Reduce Supply Lines 152500 $10,000
Reinstate Reversion Cuts to 152500--22300P 152500 $95,834DoIT - Move Media Center & Equipment to E&T Fees 101530 $50,000
Discontinue Octel Voicemail System Maintenance 170740 $5,610
Discontinue Maintenance for ESL Software 170740 $7,632
Discontinue Software/Hardware Maintenance on Apple Podcast Producer 170740 $8,824
Reduce HP Server Maintenance for Plus System 170740 $9,000
ACADEMIC AFFAIRS Slide 6 of 6
Amount of Reduction
Applied Toward
DescriptionOrg. Code 10%
GENERAL ACADEMIC SUPPORT
Filled EPA positions: HCOP PCN 2177 142440 $67,496See Note 2 of “Notes to Budget Adjustments (3 24 11)” doc Regional Center PCN 2275 152700 $53,172Cost Savings are net of proposed new positionVacant EPA positions: TLC PCN 2514 152620 $69,120Vacant SPA positions: Registrar PCN 2660 160610 $51,698International Programs - Reduce Office Needs, Programming, Professional Development, and Travel 152660 $8,000
Reduce Academic Affairs Operating Budget 152590 $52,794Eliminate ROTC Rental 180791 $11,000Eliminate Modular Lease 180840 $40,000Unallocated 2011 Funding 101980 $150,000Unallocated 2011 Funding 107980 $150,000Reduction Non-Personnel Items 107980 $242,491
Total $4,268,739
BUSINESS AFFAIRS
Description Amount of Reduction
Applied Toward
Org. Code 10%
Utilities 180860 $100,000Operational cost: HR 170910 $8,000 Facilities Admin 180860 $92,424 Controller 170720 $6,000 Facilities Housekeeping 180810 $10,000Vacant positions reduced: SPA: Facilities; 6 positions $329,434 HR; 1 position $36,833 Controller; 2 positions $103,179
Auxiliary Over Head Receipts Fund Balance $167,000Cost Shifting of 3 positions to
Auxiliary Funding
Total $852,870
STUDENT AFFAIRS
Description Amount of Reduction
Applied Toward
Org. Code 15%
Operational Cost: Comments Office of Student Affairs 160620 $5,975 Cost shifting of Filled Positions: Intramurals and Campus Recreation Director 160620 $41,014 Cost shifting from Student
Affairs 160620 to Intramural student fee monies, auxiliary fund 307290.
Counseling and Testing Counselors 160580 $105,175 Cost shifting of two (2) 10-month positions from Counseling and Testing 160580 to Student Health Services auxiliary fund 304000.
Housing Position 160620 $37,607 Cost shifting of position currently paid from Student Affairs 160620 to Housing and Residence Life auxiliary fund 305000.
GPAC Marketing Position 160660 $40,200 Cost shifting of balance of position (85.3%) paid from GPAC 160660 to GPAC auxiliary fund 307050.
Total $229,971
ENROLLMENT MANAGEMENT
Description Amount of Reduction
Applied Toward
Org. Code 10%
Operational Cost: Office of Enrollment Management 160700 $12,383 Admissions Office 160600 $130,000 Recruitment Office 160570 $101,432 Total $243,815
ADVANCEMENT
Description Amount of Reduction
Applied Toward
Org. Code 10%
CommentsOperational Cost: Advancement Office 170920 $36,770 Alumni Relations Office 170690 $3,000
Annual Phonathon 170690 $21,000
Shift $21,000 in non-state $$ to cover the 10% expenses; Do only one semester's worth of calling, so that $20,000 will also be available for 15% cut. Cut back on sponsorships, etc. to equal $21,000.
Total $60,770
CHANCELLOR
Description Amount of Reduction
Applied Toward
Org. Code 15%
CommentEliminate the VC University and Community Relations 170030 $112,000
Occupant shifted to Special Assistant Position. Net Savings = $18,000
Enrollment Growth 160790 $448,400Operations Budgets $35,000Eliminate PCN2017 170780 $38,900
Total $634,300
Elimination and/or consolidation of programs or organization structure
Cross training of personnel to match peaks and valleys in work loads Cost shifting that will result in reducing state expenses Flex scheduling that will decrease state expenses Reducing employee contract periods: 12 months to 10 or 9 months Seeking alternative sources of income: new ventures, raising fees,
seeking grant funding, etc. Operational & travel $ - last to be returned – caution Elimination of student support may be counter productive University must maintain contact with important constituents Must reduce/consolidate events so non-state funds can be shifted to
essential operations
Making effective decisions starts with knowing where you are going. Before you make productivity decisions you must have: Clear Goals A Clear Why: Understanding why you wish to reach the goal A Clear Risk Perspective Asking the Right Questions About Risks;
What is most important now? What is the best that could happen? What do the facts say? What does my intuition say? What is it costing to wait or delay this decision (or can I afford to delay
it)?
Aligning to Your Reasons, this Refers Back to the Beginning – your targets (goals) and your true north (whys). When making decisions, ensure alignment by:
Remembering your goals and whys Reminding yourself of you goals and whys Reviewing your goals and whys Refreshing your goals and keeping them connected to your
whys
The criterion for good decision making results from answering these questions:
What are we trying to achieve with this decision? What can we feasibly do? What do we have to watch out for? (consequences)
Deciding is valuing your alternative at the moment you have them, on the criteria you have identified and with the best information available at that time. Value is the only justification for your actions. The answers to the questions on the Criteria, Alternatives, and Consequences come from the decision makers’ knowledge, understanding, experience, and intuition about the issues. The Process of Decision Making therefore is a mechanism to leverage the collective knowledge, experience, intuition of a group, team or organization. It allows this intuition to be discussed, challenged, and refined. That’s why intuition is at the bottom the decision making pyramid as the foundations.
The Process of Decision Making is therefore as follows:
The Real Basis of Sound Decision Making: The most important key to making wise decisions is
CONSEQUENCES! Follow your decisions to their logical conclusion
BEFORE you make them.
Does Keeping the Position Vacant Place the institution at risk in any of the following areas:
financial accountability; health and safety; the stability, integrity and/or security of the institution’s data, networks or critical business systems?
Significantly reduce critical services to students? Impair the institution’s strategic interests? Erode the ability to deliver quality instruction? Increase a student’s time to degree and/or reduce student retention?
What alternatives do you have available to carry on the functions of this position with
existing staff? If the position has been vacant for 3 months or more, why is it urgent to fill it now? What negative effect will occur if the position is unfilled for 6 months, 1 year or longer?