Withhold 1% of the anticipated 3% salary increase pool to initially cover the majority of the budget shortfall. If enrollment increases result in revenues that exceed projections, a full or partial reinstatement of the salary pool will be explored for January, 2015. In order to ensure that instances of highest merit are recognized, each Vice Chancellor will hold back .75% of all salary increase pools for redistribution. Details of the redistribution policies will be distributed in the near future.
We also intend to invite all deans and director level administrators to seriously engage in an analysis of how administrative efficiencies could be achieved in their units by (1) consolidation of activities, either centrally or with other units; (2) abandonment of less essential activities; or (3) other means. Permanent cost savings from such an exercise will be retained by the college or division and be available to increase the salary pool of that college or division in January 2015 or beyond.
Reduce discretionary resources used to fund ongoing and periodic strategic initiatives.
Summer Sessions - Reduction in the summer sessions budget. The summer budget is allocated to the colleges each year based on past student credit hour performance and future strategic plans. The colleges have done a good job over the last two years in using these funds more strategically and summer enrollments are up. A cut of this magnitude would not harm our summer trajectory and could be accommodated through increased efficiency.
The majority of these reductions shift the expenses from state funds to the appropriate auxiliary or fee budget. Fee supported activities will be reduced in lieu of raising University Program and Facility Fees. The functions shifted from state support to student fee support are:
Reductions in state support not shifted to student fees $82,000 The reductions to fund these shifts are listed below.
|Office of the Vice Chancellor for Student Affairs||$82,000|
|Eliminate equivalent of 4.0 GA's ($16,000 +4,500 tuition remission each)|
|Reduce sales clerk positions at City and East Campus Unions, 2.75 FTE ($85,774)|
|University Health Center||$58,000|
Reduce travel & training budget ($10,000); Reduce small equipment budget ($48,000). This includes extending the life of computers and other IT equipment for an additional year or 2.
|Housing and Dining Services||$50,000|
|Reduce operating budget|
|Business and Finance||$100,000|
|Facilities Management & Planning - Building Systems Maintenance Custodial Services|
|Reduce frequency of floor burnishing. Burnish floors once per month rather than once per week. Reduction in FTEs will be handled through attrition.|
|Institute of Agriculture and Natural Resources (IANR)||$406,000|
|IANR Educational Media|
|Reduce the state-appropriated support provided. Opportunities to improve efficiency and reduce costs will be identified through an analysis by the IANR Resource Optimization Task Force of how media support resources are allocated and employed across the Institute.|