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2009-10 Budget Forum
Charles W. SorensenChancellor
University of Wisconsin -Stout
Definitions
Three Cuts
Guidelines for Handling Reductions
Draft Model for Distributing Reductions
Questions / Comments
Some cuts are “Base” and others are “Lapses”:
Base Cut – Permanent reduction. Anticipate that funding will be cut once and lost dollars are never restored.
Lapse – Temporary reduction. Anticipate that funding will be cut for a specified period of time, and then lost dollars will be restored.
102 – General Program Operations State funded - primary source of funds is tax revenue and tuition.
128 – AuxiliarySelf-supporting revenue and expenditure activities. Required to meet operating expenses through self-generated revenue
Examples: Housing, Dining, Study Abroad, Special Course Fees
131 – Academic Student Fees Proceeds are deposited from collection of academic student fees. Examples include:
― Access to Learning― Customized Instruction
136 – Other Operating Receipts Revenue and expenditure activities not directly related to the costs of providing goods and services. Examples include: camps, conferences, e-Scholar program
Operations Budget Reduction - Reduces state tax support by $100 million over next two years―Mixed cut – both lapse and base
1% across-the-board cut for non-federal funds for all state agencies―$49 million for UW System― This is a base cut
Auxiliary Transfer to Financial Aid - $25 million
Operations Budget Reduction―$2,450,500
1% across-the-board cut for non-federal funds for all state agencies
―$754,409Auxiliary Transfer to Financial Aid – $25 million
―$1, 142,250
Managed enrollment growth
Wisely continued with filling critical positions
Substantial growth in Customized Instruction students
Continued academic program planning
Authorized differential tuition, Access to Learning, to supplement instruction
E-Scholar laptop program
Continuing commitment to the strategic plan and university priorities.
Budget reductions shared broadly across the university.
Flexibility for Division & unit administrators
UW-Stout values its employees and will abide by contracts, policies and procedures.
All recommendations that maintain student-centered education and focus on Stout’s mission considered.
Budget reductions need to be proportional
Identify budget priorities using participatory processes, guided by the mission statement and strategic planning.
Fund activities that are central to the mission, add value, or are required.
Protect the integrity of the undergraduate and graduate mission.
Protect the integrity of services supporting the central university mission
Maintain flexibility at all levels of the organization.
Reallocate resources and redesign functions to provide funding for high priority strategic initiatives.
Ensure near-term allocations decisions complement longer term planning.
Manage operations within allocated resources.
Make informed budget decisions through the use of data, analyses and projections.
Three sources of funds: Regular Tuition Revenue ―$800,000
Customized Instruction Revenue ― $1.2 M
Distribution to Divisions/Colleges/Facilities Maintenance ―$450,000
Other options: Change the mix between categories:―Regular Tuition Revenue
$0-$800,000
―Customized Instruction Revenue $0-$2,450,500
―Distribution to Divisions/Colleges/Facilities Maintenance $0-$2,450,500
Distribution to Divisions/Colleges/ Facilities Maint - $318,118 Student Aid - $1,998 Laboratories - $1,959 Educational Technology - $1,581 Grants for Study Abroad - $660 Minority and Disadvantaged Program - $4,584Advanced Opportunity Program - $1,737 Auxiliary - $278,464Stores - $337 Other Operating Receipts $122,003
Proportionate reduction across 128 accounts, excluding segregated fee operations:
Chancellor’s office―$117,717
Academic and Student Affairs ― $398
Administrative and Student Life Services ―$1,024,135