Budget and Planning Committee Meeting Agenda Monday, Feb. 24, :40 3:00 pm, Room 610T

Transcription

1 Budget and Planning Committee Meeting Agenda Monday, Feb. 24, :40 3:00 pm, Room 610T 1. Approval of Minutes for Nov. 5, Proposed minutes and related documents are attached. 2. MidYear Budget Report. Document attached. 3. Enrollment Report. 4. FY2015 Financial Plan Recommendations Process. Financial/Strategic Planning subcommittees have begun to plan their activities for the spring and summer. 5. Old PMP, New PMP. We ll review expectations for this year and look ahead to a much more focused exercise for (see draft PMP proposal from CUNY, attached)

2 Budget and Planning Committee Meeting Minutes February 24, 2014 Attendees: Valerie Allen, Ned Benton, Jane Bowers, Anthony Carpi, Kinya Chandler, Lynette CookFrancis, Michelle Doney, Janice Dunham, Clinton Dyer, Mark Flower, Maria Haberfeld, Jay Hamilton, Shereef Hassan, Jonathan Jacobs, Karen Kaplowitz, Patricia Ketterer, Thomas Kucharski, James Llana, Anne Lopes, Gerald Markowitz, Allison Pease, Robert Pignatello, Carina Quintian, Michael Scaduto, Peter Shenkin, Larry Sullivan, Julio Torres, Pres. Jeremy Travis, Robert Troy, Roberto Visani President Travis began the meeting by introducing Robert Troy to the committee. Robert Troy is John Jay s new Vice President for Enrollment Management. With spring enrollment numbers down, we must come up with a MultiYear Enrollment Plan, the President told the committee. Along with the Enrollment Plan we must also create an Academic Plan, and Financial Plan. 1. Approval of Minutes for Nov. 5, Minutes were approved as proposed. 2. MidYear Budget Report. (attached) SVP Pignatello updated the committee on the situation in North Hall. Earlier in the day there was a smoke condition in North Hall. The Fire Department was called and it was determined that the smoke resulted from a fan belt malfunction. John Jay is still in a period where we must defer buying and hiring. Hiring can only be done if the position has been approved by the President. Due to lower than anticipated enrollment the surplus will not be what was projected. The college will continue to implement the same cuts as last year, namely 5% reductions in OTPS and the College Assistant budget. As of yet we do not know how much we will be receiving for the Compact, but we are expecting one. We should also expect no new State aid. M. Haberfeld asked if there was any information regarding enrollment numbers by major. C. Dyer asked if we knew the magnitude of the enrollment shortfall. R. Troy answered these queries by saying that his office was in the process of firming up the spring enrollment numbers; a full report should come out soon. The spring enrollment numbers are important because we use them as a basis for our fall target numbers. The preliminary target for fall is 300 less than predicted earlier, based on the spring enrollment numbers. We need to minimize the shortfall, especially with the implementation of CUNYFirst. J. Travis added that John Jay has become a transferdependent school. We may need to retool some of our processes and look for different strategies. N. Benton wanted to know if we could distinguish between the transfer rates for the Justice Academy students and regular transfer students. He also asked what the monetary value loss is associated with transfer students. R. Pignatello added that losing transfer students has a huge impact on the college. It has the possibility of wiping out the surplus for next year. J. Travis said that we must focus on spring enrollment. We should have a lot of control over the spring semester. How can we get everyone to work together so that there is a pipeline between fall and spring enrollment? A. Lopes discussed some of the issues regarding the graduate program. There have been admissions problems due to communication issues, lack of growth, and GRE issues as well. There is also no marketing at all for the graduate programs. Currently there are only 9 graduate programs at the college, and these programs are having problems with growth. With regard to the admission problems, the college has lost students from the time they are admitted because they don t even know they are admitted. Students have sometimes not been given proper communication to let them know they have been accepted to the program. K. Kaplowitz asked if the college should consider having masters programs that are not missionrelated. J. Bowers answered that the college would not be permitted to create a Master s of Liberal Arts, or Journalism because these programs exist at other CUNYs.

3 3. FY2015 Financial Plan Recommendations Process. The SPS/FPS group will be discussing the budget proposals for the 2015 fiscal year. Meetings have been scheduled throughout the course of the spring semester, and there will most likely be some meetings during the summer as well. The SPS/FPS group will hear proposals from the VPs as to what their needs are. The group will then discuss the proposals and bring their recommendations to the BPC. The SPS/FPS group will also look at the PMP to discuss the campusspecific metrics. 4. Old PMP, New PMP. The PMP has changed dramatically since last year. While the upcoming Year End Report is the same as in previous years, the Goals and Targets for constitutes a much shorter version, and going forward the PMP will be limited to a dozen or so metrics across the university, plus a handful of campusspecific metrics. Accountability will increase as CUNY focuses on a far smaller list of goals and targets.

4 Budget Planning Committee FY 2014 MidYear Budget Report February 24, 2014 Overall the FY 2014 MidYear Financial Plan Projection shows no significant variance from the FY 2014 Financial Plan. The original plan estimated a year end surplus of $1,002,493; at the midyear we are estimating a year end surplus of $958,774. However there are some variances within revenue and spending categories. The allocation from the University increased by approximately $240k because of additional allocations for SEEK and some miscellaneous release time. The revenue projection is based on actual fall enrollment and the original estimate for Spring enrollment. We will not know the actual Spring enrollment and associated revenue until the end of February. Summer revenue was reduced by $200k to reflect a potential impact from CUNYfirst. Mid year Expenditure estimates are very close to our plan estimates with the exception of full time salaries. Overall Full Time salaries are projected to be $14k more than plan but within the categories, we are projecting approximately ($316k) less in Faculty salaries due to a couple of failed searches and vacancies that were not filled. We are projected to spend $330k more on administrative/ecp salaries. This is primarily the result of the combination of several factors: part time staff were converted to full time (the part time allocations were reduced accordingly), there were 6 exemptions from the pause approved and there were 2 vacancies erroneously omitted from the July vacancy list ( the Childcare Center Director and a recruitment vacancy). The original financial plan assumed that of the 72 administrative vacancies at that time, 38 would be held vacant for the entire fiscal year. We also assumed that we would see 45 separations over the course of the year at an average salary of $65k. Through December we experienced 37 separations with an average salary of $60k. We have realized additional savings. During this same period, we hired 55 full time staff including the replacement of attrition, new compact positions, exemptions from the pause, and part time conversions. Our part time spending, adjunct spending and OTPS spending are all within plan. The midyear projection assumes that we will spend all of the OTPS which is unlikely. However due to the uncertainty of Spring enrollment, we are being conservative in this estimate.

5 John Jay College of Criminal Justice Budget Planning Committee February 24, 2014 FY 2014 MidYear Budget Report FY 2014 Mid Year Financial Plan Projection 1 Revenue Projection 2 FY 2014 PS Projection (as of 12/26/13 Payroll) 3 FY 2014 MidYear Adjunct Projection 4 FY 2014 Temporary Services (2 nd Q Projection) 5 FY 2014 College Assistant Projection 67 FY 2014 OTPS Projection 89

6 John Jay College FY 2014 MidYear Financial Plan Projection Revised Year End 10/7/13 FY 2014 Financial Plan FY 2014 Mid Year Projection FY 2015 FY 2016 BUDGET ALLOCATION AND REVENUE Updated 10/8/13 CUNY Revenue Target $79,917,000 $82,867,000 $82,867,000 $82,867,000 $82,867,000 Actual Enrollment / FY1215 Projection 11,378 11,572 11,572 11,907 11,907 Base Allocation: $86,197,011 $89,552,436 $89,552,436 $89,552,436 $89,552,436 Lump Sum Allocations $2,141,885 $2,221,746 $2,424,529 $2,221,746 $2,221,746 Additional Allocations $4,000,054 $1,540,716 $1,567,637 $1,540,716 $1,540,716 Current Year Gross Tuition Revenue above CUNY Target $262,000 $1,315,549 $1,115,549 $3,217,288 $3,617,288 TTL BASE BUDGET ALLOCATION $92,600,951 $94,630,447 $94,660,151 $96,532,186 $96,932,186 Prior Year Cutra Balance $2,684,800 $2,444,650 $2,444,650 $958,774 $423,959 Lease Revenue TTL ADDITIONAL REVENUES $2,684,800 $2,444,650 $2,444,650 $958,774 $423,959 TOTAL BUDGET ALLOCATION $95,285,751 $97,075,098 $97,104,802 $97,490,959 $97,356,145 EXPENDITURES Personnel Services (PS) : $66,895,900 $69,856,400 $69,869,718 $70,905,070 $70,916,863 Faculty $34,517,142 $35,517,730 $35,201,687 $35,249,645 $35,587,298 Administrative Staff $29,417,054 $30,863,842 $31,305,434 $32,200,713 $32,032,821 ECP $2,961,704 $3,474,827 $3,362,596 $3,454,712 $3,296,744 Adjuncts: $11,932,800 $12,530,163 $12,561,068 $12,530,163 $12,530,163 Teaching Adjuncts / CLTs $11,620,151 $12,217,513 $12,186,430 $12,217,513 $12,217,513 CETs $312,649 $312,649 $374,638 $312,649 $312,649 Temp Services: $6,943,600 $6,105,549 $6,075,879 $6,262,593 $6,262,593 College Assistants $5,905,457 $4,950,053 $5,127,386 $5,127,386 $5,127,386 NonTeaching Adjuncts $1,038,143 $1,155,496 $948,493 $1,135,207 $1,135,207 TTL PS $85,772,300 $88,492,111 $88,506,665 $89,697,826 $89,709,619 OTPS $7,068,800 $7,580,493 $7,639,363 $7,369,174 $7,369,174 ETI Transfer to Tech Fee & Science Direct Cost/savings TTL OTPS $7,068,800 $7,580,493 $7,639,363 $7,369,174 $7,369,174 TTL FINANCIAL PLAN EXPENDITURES $92,841,100 $96,072,604 $96,146,028 $97,067,000 $97,078,793 YEAR END BALANCE $2,444,650 $1,002,493 $958,774 $423,959 $277,352 ALLOCATION ASSUMPTIONS Allocation reflects net allocated compact of 2.6 million for FY 13 only. As per UBO, does not reflect out year increases. FY14 Revenue Target and Tuition increased. No tuition increase for out years FY 14 and FY 15 enrollment based on Enrollment Mgt Table 2 estimate of 4/15/13. FY 16 = FY 15 FY 2016 assumes increase in summer revenue of 10% or $300k to balance plan EXPENDITURE ASSUMPTIONS FY1315 PS Projections include staff on 12/26/13 payroll, assumes approved hires will be filled as planned and remaining pending vacancies will not be filled. FY14 Adjunct Projection reflects 350k or estimated actual release time for Adjunct Reimbursement from RF FY1416 Temp Services Expenditures assumed will be within allocations as adjusted for financial plan changes All FY 2014 Reductions are carried into FY 2105 and

7 FINAL FY13 FY 2013 TARGET $79,917,000 FY13 REVENUE TARGET FTE FTE WORTH % BILLED COLLECT PROJECTED REVENUE Revenue Over Target Fall , $38,787, % $38,270,639 Spring , $36,321, % $35,537,506 Winter 2013 $808, % $808,085 Summer 2012 $1,686,948 Summer 2013 $2,842,707 Veterans Waiver $225,067 Increase Summer Prior Year (includes balance held from FY 12) $1,079,030 Total $79,999,848 $82,848 Annual FTE Note : Actual Revenue over target = $262,000, $177,00 was held from FY 12 FY 2014 Financial Plan Revenue (Based on Form A) Revenue Target = $82,867,000 FY 2015 TARGET $82,867,000 NO TUITION INCREASE ONLY CHANGE IS NUMBER OF FTES FY2016 TARGET % FTE FTE WORTH BILLED COLLECT PROJECTED REVENUE Revenue Over Target FTE FTE WORTH BILLED % COLLECT PROJECTED REVENUE Revenue Revenue Over Over Target Target Fall , $40,308, % $39,772,517 Fall , $41,160, % $40,612,772 Spring , $38,514, % $37,682,507 Spring , $39,941, % $39,078,279 Winter 2014 $852, % $852,610 Winter 2015 $868, % $868,347 Summer 2013 $1,346,519 Summer 2014 $1,346,519 Summer 2014 $2,999,340 Summer 2015 $2,999,340 Unfunded Waiver adj to target $350,025 Increase Summer $300,000 Increase Summer Prior Year $1,179,030 $100,000 Prior Year $1,179,030 Total $86,084,288 $3,217,288 $3,617,288 Collection Agency $0 Annual FTE Total $84,182,549 $1,315,549 Annual FTE Estimate Revenue Over/Under Target $3,217,288 $3,617,288 FY 2014 Updated Financial Plan Revenue (Mid year prior to Spring Form A) Revenue Target = $82,516, FTE FTE WORTH % BILLED COLLECT PROJECTED REVENUE Revenue Over Target Fall , $40,308, % $39,772,517 Spring 2014 (revised) , $38,514, % $37,682,507 Winter 2014 $852, % $852,610 Summer 2013 $1,346,519 Summer 2014 $2,999,340 Veterans Waiver $0 Summer (adjust for Cunyfirst) $200,000 Prior Year $1,179,030 Collection Agency $0 Total $83,632,524 $1,115,549 2

8 FY2014 Preliminary PS Projection As of December 26, 2013 Payroll FY 2014 Current Year DRAFT NOT FOR DISTRIBUTION GROSS EXPENDITURES OUTYEAR ASSUMPTIONS FACULTY ADMINSTRATION ECP JJC TOTAL FACULTY ADMINSTRATION ECP JJC TOTAL Regular Gross Salary $ 36,240,435 $ 30,496,887 $ 3,253,721 $ 69,991,043 $ 36,473,634 $ 30,558,198 $ 3,425,234 $ 70,457,066 HIRES $ 98,575 $ 957,380 $ 79,397 $ 1,135,351 $ 316,000 $ 3,177,061 $ 3,493,061 RF Summer Salary $ 656,190 $ $ 21,200 $ 677,390 $ 656,190 $ $ 21,200 $ 677,390 Full Time Overtime $ $ 350,000 $ $ 350,000 $ $ 350,000 $ $ 350,000 Department Chair Summer Pay $ 274,679 $ $ 1,681 $ 276,360 $ 274,679 $ $ 1,681 $ 276,360 Lump Sum Vacation / Severance / Legal Settlements $ 75,000 $ 101,651 $ 22,052 $ 198,703 $ 75,000 $ 101,651 $ 22,052 $ 198,703 Additions to Gross $ $ 335,285 $ $ 335,285 $ $ 335,285 $ $ 335,285 Other Expenditures $ 72,279 $ 93,689 $ 5,746 $ 171,714 $ 72,279 $ 93,689 $ 5,746 $ 171,714 Other/Retroactive salary increases for Laborers $ $ $ $ $ $ $ $ Faculty Reclassifications / Merits $ $ $ $ $ $ $ $ HEO Reclassifications / Merits $ $ $ $ $ $ $ $ CA Conversions $ $ 100,000 $ $ 100,000 $ $ 100,000 $ $ 100,000 Early Retirement Incentive $ $ $ $ $ $ Total Gross Expenditures $ 37,417,159 $ 32,434,892 $ 3,383,796 $ 73,235,847 $ 37,867,783 $ 34,715,884 $ 3,475,912 $ 76,059,580 REFUNDS OF APPROPRIATION Graduate Center Salaries $ (1,533,161) $ $ $ (1,533,161) $ (1,533,161) $ $ $ (1,533,161) RF Summer Salary $ (656,190) $ $ (21,200) $ (677,390) $ (656,190) $ $ (21,200) $ (677,390) Journal Entries (IFR Overhead) $ (26,120) $ $ $ (26,120) $ (26,120) $ $ $ (26,120) Aux Corp Admin Specialist (Sean Greene) Funded by CUNY fo $ $ (24,954) $ $ (24,954) $ $ (55,782) $ $ (55,782) Space Rental Reimbursements $ $ (100,000) $ $ (100,000) $ $ (100,000) $ $ (100,000) Theater Reimbursement from Aux Corp $ $ (250,000) $ $ (250,000) $ $ (250,000) $ $ (250,000) Reimbursement from RF Admin $ $ (245,000) $ $ (245,000) $ $ (245,000) $ $ (245,000) Other Reimbursement (Prod Inv Fund) $ $ (35,000) $ $ (35,000) $ $ (35,000) $ $ (35,000) Misc Reim/Retroactive salary increases for Laborers $ $ $ $ $ $ $ $ Graduate Assistant ROA $ $ (120,000) $ $ (120,000) $ $ (120,000) $ $ (120,000) Prior Year Refunds not processed $ $ $ $ $ $ $ $ Total Refunds of Appropriation $ (2,215,471) $ (774,954) $ (21,200) $ (3,011,625) $ (2,215,471) $ (805,782) $ (21,200) $ (3,042,453) Net PS Expenditures $ 35,201,687 $ 31,659,938 $ 3,362,596 $ 70,224,221 $ 35,652,312 $ 33,910,102 $ 3,454,712 $ 73,017,126 Accruals $ (354,504) $ (354,504) $ (52,667) $1,709,389 $ $ (1,762,056) Steps $ $ $ $ $ Failed Serches/Attrition $ (350,000) $ $ $ (350,000) REVISED Net PS Projection $ 35,201,687 $ 31,305,434 $ 3,362,596 $ 69,869,718 $ 35,249,645 $ 32,200,713 $ 3,454,712 $ 70,905,070 Annualize FY 15 Hires $ $ $ FY15 ASSUMPTIONS $ 35,249,645 $ 32,200,713 $ 3,454,712 $ 70,905,070 3

9 Temp Services Projection 2nd Qtr Projection College Asst Financial Plan YTD Earnings (12/26/13) Projected Earnings Year End Projection Variance Academic Affairs $ 1,899,453 $ 939,740 $ 1,016,463 $ 1,956,203 $ (56,750) Enrollment Management $ 483,415 $ 174,622 $ 247,820 $ 422,442 $ 60,973 External Affairs $ 30,400 $ 3,540 $ 5,024 $ 8,564 $ 21,836 Finance & Administration $ 2,204,751 $ 898,167 $ 1,274,658 $ 2,172,824 $ 31,927 Legal Counsel $ 9,500 $ $ $ $ 9,500 Marketing & Development $ 83,264 $ 37,577 $ 53,329 $ 90,906 $ (7,642) President's Office $ 154,026 $ 63,373 $ 89,938 $ 153,311 $ 715 Student Affairs $ 290,808 $ 133,573 $ 189,563 $ 323,136 $ (32,328) JJC Total* $ 5,155,617 $ 2,250,592 $ 2,876,795 $ 5,127,386 $ 28,231 NonTeach Adj Financial Plan YTD Earnings (12/26/13) Projected Earnings Year End Projection Variance Academic Affairs $ 820,977 $ 282,822 $ 385,667 $ 668,489 $ 152,488 Enrollment Management $ 6,027 $ 2,912 $ 3,971 $ 6,884 $ (857) External Affairs $ $ $ $ $ Finance & Administration $ 49,221 $ 21,757 $ 29,669 $ 51,426 $ (2,205) Legal Counsel $ 9,095 $ 3,848 $ 5,247 $ 9,095 $ 0 Marketing & Development $ $ 3,073 $ 4,190 $ 7,263 $ (7,263) Office of the President $ $ $ $ $ Student Affairs $ 249,887 $ 142,952 $ 62,384 $ 205,336 $ 44,551 JJC Total $ 1,135,207 $ 457,364 $ 491,129 $ 948,493 $ 186,714 Temp Services Total Preliminary Fin Plan YTD Earnings (12/26/13) Projected Earnings Year End Projection Variance Academic Affairs $ 2,720,430 $ 1,222,562 $ 1,402,130 $ 2,624,693 $ 95,737 Enrollment Management $ 489,442 $ 177,534 $ 251,791 $ 429,326 $ 60,116 External Affairs $ 30,400 $ 3,540 $ 5,024 $ 8,564 $ 21,836 Finance & Administration $ 2,253,972 $ 919,924 $ 1,304,327 $ 2,224,250 $ 29,722 Legal Counsel $ 18,595 $ 3,848 $ 5,247 $ 9,095 $ 9,500 Marketing & Development $ 83,264 $ 40,650 $ 57,519 $ 98,169 $ (14,905) Office of the President $ 154,026 $ 63,373 $ 89,938 $ 153,311 $ 715 Student Affairs $ 540,695 $ 276,525 $ 251,948 $ 528,472 $ 12,223 Temp Services Total $ 6,290,824 $ 2,707,956 $ 3,367,923 $ 6,075,879 $ 214,945 4

10 Tax Levy Database Statement of Revenues and Expenditures College Assistants Summary by Department From 7/1/2013 Through 12/31/2013 College Assistants 12/31/2013 Total Budget Original Total Budget Revised Current Year Actual Total Budget Variance Revised Percent Total Budget Remaining Revised Projected Annual Leave Payout FY2014 Year End Projection Total Projection Variance Revised EXPENDITURE VICE PRESIDENT Academic Advisement Academic Affairs 56, , , (16,436.13) 30.37% , (47,636.76) Academic Affairs Academic Affairs , , (7,308.26) 45.68% , (14,092.25) Anthropology Academic Affairs , , (3,645.00) 46.73% , (4,251.82) Art & Music Academic Affairs 8, , , (6,063.28) 74.77% , (10,389.12) Center for English Language Support Academic Affairs 15, , , , % , , College NOW Academic Affairs , (4,140.00) 0.00% , (9,785.45) Communications & Theater Arts Academic Affairs , (3,960.00) 0.00% , (9,360.00) Criminal Justice Academic Affairs , (9,075.00) 0.00% , (21,450.00) Distance Education Academic Affairs , , , % , (6,878.77) Faculty Senate Academic Affairs , (3,901.48) 0.00% , (9,221.68) First Year Experience Academic Affairs 244, , , , % , , Graudate Differential Tuition Academic Affairs 114, , , , % , , Health & Physical Education Academic Affairs , , , % , (460.91) Honors Program Academic Affairs , (9,247.28) 0.00% , (21,857.21) Institutional Effectiveness Academic Affairs 33, , , % , Institutional Research Academic Affairs , (10,712.68) 0.00% , (15,320.88) International Criminal Justice Academic Affairs , , % , International Studies & Programs Academic Affairs 17, , , , % , (13,729.73) Library Academic Affairs 224, , , , % , , Math & Science Resource Center Academic Affairs 127, , , , % , , Office of Advancement and Research Academic Affairs , (8,800.00) 0.00% , (20,800.00) Office of Graduate Studies Academic Affairs 69, , , , % , (8,660.11) PhD Criminal Justice Academic Affairs , (6,146.00) 0.00% , (14,526.91) PhD Forensic Psychology Academic Affairs 6, , , , % , Provost's Office Academic Affairs , (4,440.00) 0.00% , (10,494.55) Psychology Academic Affairs , , , % , , Public Management Academic Affairs , (6,767.76) 0.00% , (15,996.52) Science Academic Affairs 8, , , (5,218.00) 68.24% , (12,759.82) Security, Fire, and Emergency Academic Affairs , , (3,750.00) 48.08% , (19,500.00) SEEK Academic Affairs 410, , , , % , (31,131.39) Sociology Academic Affairs , , (312.20) 4.00% , (6,374.29) Tutoring Academic Affairs 56, , , , % , (1,482.09) Undergraduate Studies Academic Affairs 140, , , , % , , Writing Center Academic Affairs 221, , , , % , , Admissions Enrollment Management 63, , , , % 1, , , Enrollment Management Enrollment Management 3, , , , % , , Financial Aid Enrollment Management 53, , , , % 1, , (3,205.21) One Stop and Call Center Services Enrollment Management 84, , , , % 2, , , Registrar Enrollment Management 47, , , , % 1, , , Testing Enrollment Management 56, , , , % 1, , (15,327.89) Office of External Affairs External Affairs 32, , , , % , , Audio Visual Services Finance & Administration 45, , , , % , , Bursar Finance & Administration 80, , , , % 1, , (1,357.39) Central Receiving / Stockroom Finance & Administration 49, , , , % 1, , (10,481.49) Facilities Finance & Administration 595, , , , % 12, , , Financial & Business Services Finance & Administration 82, , , , % 1, , , Honors College Finance & Administration 53, , , , % , , Human Resources Finance & Administration 74, , , , % 1, , , Information Technology Finance & Administration 125, , , , % 1, , , Mailroom / Postage Finance & Administration 27, , , , % , Payroll Finance & Administration 56, , , , % 1, , (1,569.67) Printshop Finance & Administration 75, , , , % 1, , (2,787.84) Public Safety Finance & Administration 969, , , , % 23, ,020, (124,727.63) Space Planning and Capital Projects Finance & Administration 89, , , , % 1, , ,

11 Tax Levy Database Statement of Revenues and Expenditures College Assistants Summary by Department From 7/1/2013 Through 12/31/2013 College Assistants 12/31/2013 Total Budget Original Total Budget Revised Current Year Actual Total Budget Variance Revised Percent Total Budget Remaining Revised Projected Annual Leave Payout FY2014 Year End Projection Total Projection Variance Revised EXPENDITURE VICE PRESIDENT Office of Legal Counsel Legal Counsel 10, , , % , Development Marketing and Development 29, , , , % , (11,126.37) Institutional Advancement Marketing and Development 50, , , , % , , Marketing & Communications Marketing and Development , (12,678.75) 0.00% , (30,672.14) President's Office President's Office 141, , , , % 3, , Career Advisement & Placement Student Affairs 37, , , , % , , Community Outreach & Service Learning Student Affairs , , , % , , Counseling Student Affairs 42, , , , % , (1,293.47) Health Services Student Affairs 15, , , , % , , Office of Accessibility Services Student Affairs 95, , , , % 1, , , Office of Student Life Student Affairs 14, , , , % , (2,174.66) VP Student Affairs Student Affairs 68, , , , % 2, , (61,134.60) Total EXPENDITURE 4,927, ,155, ,250, ,905, % 125, ,127, , Academic Affairs 1,755, ,899, , , % ,956, (56,750.07) Enrollment Management 309, , , , % 9, , , External Affairs 32, , , , % , , Finance & Administration 2,325, ,204, , ,306, % 49, ,172, , Legal Counsel 10, , , % , Marketing and Development 80, , , , % 2, , (7,642.27) President's Office 141, , , , % 3, , Student Affairs 274, , , , % 7, , (32,328.12) 4,927, ,155, ,250, ,905, % 72, ,127, ,

12 John Jay College Adjunct Funding and Expenditures FY 2014 Midyear Projection/FY 2014 Financial Plan FY 2013 Final FY 2014 Fin Plan FY 14 1st Q FY 14 2nd Q TaxLevy Base Instructional Need Summer 2 $ 692,284 $ 692,284 $ 677,399 $ 677,399 Fall $ 5,169,416 $ 5,169,416 $ 5,174,927 $ 5,052,951 Spring $ 5,006,131 $ 5,006,131 $ 5,006,131 $ 5,006,131 Summer 1 $ 636,407 $ 636,407 $ 636,407 $ 636,407 Subtotal Instructional $ 11,504,237 $ 11,504,237 $ 11,494,863 $ 11,372,887 Concurrent Contracts $ 713,768 $ 713,768 $ 745,967 $ 772,702 CLT $ 349,508 $ 349,508 $ 327,196 $ 310,841 CET $ 312,649 $ 312,649 $ 413,717 $ 444,638 Theatre CET $ 376,169 $ 376,169 $ 175,297 $ 97,925 Subtotal TaxLevy Other $ 1,752,094 $ 1,752,094 $ 1,662,178 $ 1,626,107 SAA Reimb PED Courses for FDNY $ RF Reimbursement for Adjuncts $ (270,000) $ (350,000) $ (350,000) $ (270,000) Aux Corp Reimb Theater CETs $ (376,169) $ (376,169) $ (175,297) $ (97,925) Adjunct Other (FY 14/15 Workload Reduction $ (270,000) $ $ $ CET Other (Kenny) $ $ (70,000) $ (70,000) Subtotal Refunds of Appropriation $ (916,169) $ (726,169) $ (595,297) $ (437,925) Total Adjunct Spending $ 12,340,163 $ 12,530,163 $ 12,561,744 $ 12,561,068 7

13 FY 2014 OTPS SUMMARY January 29, 2014 FAS CUNYFirst Revised FY2014 Budget Balance Department Name Division Total Spending Code Dept Code OTPS Allocation Available % Budget Balance Anthropology Academic Affairs $ 250 $ $ Art & Music Academic Affairs $ 13,080 $ 1,233 $ 11,847 91% Communications & Theater Arts Academic Affairs $ 7,500 $ 5,663 $ 1,837 24% Economics Academic Affairs $ 250 $ $ English Academic Affairs $ 1,000 $ $ 1, Center for English Language Support Academic Affairs $ 0 $ $ Security, Fire, and Emergency Management Academic Affairs $ 250 $ 143 $ % Foreign Languages Academic Affairs $ 250 $ 31 $ % History Academic Affairs $ 250 $ $ Interdisciplinary Studies Academic Affairs $ 250 $ $ Latin American & Latina/o Studies Academic Affairs $ 500 $ $ Mathematics Academic Affairs $ 850 $ $ Philosophy Academic Affairs $ 500 $ 39 $ % Health & Physical Education Academic Affairs $ 2,000 $ $ 2, Science Academic Affairs $ 761,645 $ 454,538 $ 307,107 40% Law & Police Science & Criminal Justice AD Academic Affairs $ 750 $ $ Psychology Academic Affairs $ 1,250 $ $ 1, Public Management Academic Affairs $ 1,000 $ 447 $ % Sociology Academic Affairs $ 500 $ $ Undergraduate Studies Academic Affairs $ 49,983 $ 41,783 $ 8,200 16% Africana Studies Academic Affairs $ 250 $ $ Political Science Academic Affairs $ 250 $ $ International Studies & Programs Academic Affairs $ 1,800 $ 884 $ % PhD Program in Criminal Justice Academic Affairs $ 150 $ $ PhD Program in Forensic Psychology Academic Affairs $ 0 $ $ Graduate Differential Tuition Academic Affairs $ 328,080 $ 107,681 $ 220,399 67% Academic Affairs Academic Affairs $ 124,154 $ 40,990 $ 83,164 67% Criminal Justice Academic Affairs $ 250 $ $ Math & Science Resource Center Academic Affairs $ 1,911 $ 1,791 $ 120 6% Center for the Advancement of Teaching Academic Affairs $ 2,000 $ $ 2, College NOW Academic Affairs $ 22,442 $ 2,571 $ 19,871 89% Distance Education Academic Affairs $ 144,647 $ 63,597 $ 81,050 56% Honors Program Academic Affairs $ 2,520 $ $ 2, SEEK Academic Affairs $ 50,250 $ 21,389 $ 28,861 57% Faculty Senate Academic Affairs $ 0 $ $ Library Academic Affairs $ 698,548 $ 566,244 $ 132,304 19% Academic Advisement Academic Affairs $ 4,645 $ 503 $ 4,142 89% Tutoring Academic Affairs $ 12,150 $ $ 12, First Year Experience Academic Affairs $ 69,541 $ 25,776 $ 43,765 63% Graduate Studies Academic Affairs $ 45,172 $ 25,007 $ 20,165 45% Institutional Research Academic Affairs $ 1,775 $ 115 $ 1,660 94% Provost's Office Academic Affairs $ 9,500 $ 3,450 $ 6,050 64% Institutional Effectiveness Academic Affairs $ 4,980 $ 794 $ 4,186 84% Graduate Admissions Enrollment Management $ 2,887 $ $ 2, Admissions Enrollment Management $ 251,348 $ 29,727 $ 221,621 88% Enrollment Management & Credit Cards Enrollment Management $ 132,920 $ 83,186 $ 49,734 37% One Stop Services Enrollment Management $ 744 $ $ Testing Enrollment Management $ 18,289 $ 14,219 $ 4,070 22% Registrar Enrollment Management $ 23,899 $ 8,822 $ 15,077 63% External Affairs External Affairs $ 9,000 $ 47 $ 8,953 99% Art Gallery Finance & Administration $ 7,920 $ $ 7, Honors College Finance & Administration $ 163,067 $ 64,554 $ 98,513 60% Instructional Technology Finance & Administration $ 5,401 $ 104 $ 5,297 98% Audio Visual Services Finance & Administration $ 4,500 $ $ 4, Buildings & GroundsCust Ops Finance & Administration $ 1,502,116 $ 822,209 $ 679,907 45% Financial & Business Services Finance & Administration $ 27,708 $ 17,994 $ 9,714 35% Central Receiving/Stockroom Finance & Administration $ 197,442 $ 164,946 $ 32,496 16% Human Resources Finance & Administration $ 54,877 $ 24,714 $ 30,162 55% Information Technology Finance & Administration $ 648,845 $ 343,517 $ 305,328 47% Mailroom/ Postage Finance & Administration $ 141,298 $ 64,084 $ 77,214 55% Print Shop & Copiers Finance & Administration $ 262,086 $ 195,656 $ 66,431 25% Public Safety Finance & Administration $ 431,132 $ 309,616 $ 121,516 28% 8

14 FY 2014 OTPS SUMMARY January 29, 2014 FAS Code CUNYFirst Dept Code Department Name Division Revised FY2014 OTPS Allocation Total Spending Budget Balance Available % Budget Balance Space Planning and Captial Projects Finance & Administration $ 200,000 $ 45,333 $ 154,667 77% Telecommunications Finance & Administration $ 283,665 $ 170,808 $ 112,857 40% VP Finance and Administration Finance & Administration $ 18,302 $ 7,766 $ 10,536 58% Office of Legal Counsel Legal Counsel $ 9,000 $ 1,620 $ 7,380 82% Marketing & Communications Marketing & Development $ 187,305 $ 158,412 $ 28,893 15% Development Marketing & Development $ 210,122 $ 29,485 $ 180,638 86% Institutional Advancement (Marketing DevelopmenMarketing & Development $ 6,000 $ 3,994 $ 2,006 33% Website Marketing & Development $ 93,675 $ 31,732 $ 61,943 66% President's Office Office of the President $ 65,591 $ 18,810 $ 46,782 71% VP Student Affairs Student Affairs $ 8,114 $ 3,433 $ 4,681 58% Child Care Student Affairs $ 27,000 $ $ 27, Women's Center Student Affairs $ 2,250 $ $ 2, Community Outreach & Service Learning Student Affairs $ 2,250 $ $ 2, Athletics Student Affairs $ 79,650 $ $ 79, Career Advisement & Placement Student Affairs $ 14,118 $ 12,224 $ 1,893 13% Counseling Student Affairs $ 11,160 $ $ 11, Student Activities Office Student Affairs $ 3,978 $ $ 3, Office of Accessibility Services Student Affairs $ 75,737 $ 7,540 $ 68,197 90% Health Services Student Affairs $ 51,300 $ 2,842 $ 48,458 94% Total $ 7,639,363 4,002,063 3,637,300 48% Academic Affairs $ 2,367,073 $ 1,364,669 $ 1,002,404 42% Enrollment Management $ 430,087 $ 135,954 $ 294,132 68% External Affairs $ 9,000 $ 47 $ 8,953 99% Finance & Administration $ 3,985,953 $ 2,231,301 $ 1,754,652 44% Legal Counsel $ 9,000 $ 1,620 $ 7,380 82% Marketing & Development $ 497,102 $ 223,622 $ 273,480 55% Office of the President $ 65,591 $ 18,810 $ 46,782 71% Student Affairs $ 275,556 $ 26,039 $ 249,517 91% Total $ 7,639,363 $ 4,002,063 $ 3,637,300 48% 9

15

16

17 THE CITY UNIVERSITY OF NEW YORK PERFORMANCE MANAGEMENT PROCESS GOALS ACADEMIC YEAR All colleges will be responsible for making annual progress on the eight university goals (section A), the relevant sector goals (section B), and a set of three to five focus area goals to be determined by the college (section C). Listed beneath each numbered goal in sections A and B are one or more indicators which will serve as the standard measure of progress for that goal. Standard metrics that do not apply to a particular college will be replaced by alternate metrics to be developed by the college in collaboration with the central office. Standard metrics will be prepared by the Central Office of Institutional Research and Assessment (OIRA). Alternate metrics and other college specific evidence are to be provided by the college. A. University Goals 1. Increase opportunities for students to be taught by full time faculty 1 a. Percentage of instruction delivered by full time faculty b. Ratio of Student FTEs to Full time Faculty 2. Increase faculty scholarship and research impact 2 a. Number of publications and creative activities (3 year weighted rolling average) b. Number of funded research grants c. Total dollar amount of research grants (3 year weighted rolling average) 3. Ensure that students make timely progress toward degree completion a. Average number of credits (equated credits) earned in one year b. Percentage of students who earn 30 credit (equated credits) per year c. One year retention rate of first time freshmen (actual and regression adjusted) 4. Increase graduation rates a. Four year graduation rate of first time freshmen (actual and regression adjusted) b. Six year graduation rate of first time freshmen 5. Improve student satisfaction with academic support and student support services a. Even years: Colleges will report on policies, practices, and activities intended to increase student satisfaction with academic and student support services b. Odd years: Student satisfaction with Academic Advising Effectiveness and Campus Support Services as measured by Noel Levitz SSI 6. Improve student satisfaction with administrative services 3 a. Even years: Colleges will report on policies, practices, and activities intended to increase student satisfaction with administrative services b. Odd years: Student satisfaction with Recruitment and Financial Aid Effectiveness, Registration Effectiveness, and Service Excellence as measured by Noel Levitz SSI 7. Increase revenues a. Voluntary contributions (3 year weighted rolling average) b. Grants and contracts (3 year weighted rolling average) c. Alternative revenues (e.g., rentals, licensing, ACE) (3 year weighted rolling average) 8. Use financial resources efficiently and prioritize spending on direct student services a. Spending on instruction, research, student services as a percentage of tax levy budget b. Percent of budget in reserve (colleges should target 1 3%) 1 University Goal 1 does not apply to the Graduate Center, the School of Professional Studies, the Law School, the School of Journalism, or the Macaulay Honors College. 2 University Goal 2 does not apply to the Macaulay Honors College. 3 University Goal 6 does not apply to the Macaulay Honors College.

18 B. Sector Goals 1. Goals for Senior Colleges 1. Increase faculty satisfaction a. COACHE 4 satisfaction measures (specific measures to be determined) 2. Increase enrollment in master s programs 5 a. Total enrollment in master s programs b. Recruitment for new master s programs (new master s student enrollment) c. One year retention rate in master s programs 2. Goals for Community Colleges 1. Create more efficient remediation pathways a. Percentage of students fully proficient by the end of the first year (of those initially needing any remediation) 2. Prepare students for transfer to baccalaureate programs a. Percentage of first time freshmen transferring to any baccalaureate program within 6 years b. Transfer rate of AA/AS graduates to any baccalaureate program c. Mean first semester GPA of baccalaureate transfers from CUNY community colleges 3. Increase (or maintain high) pass rates on professional licensure exams a. Professional licensure pass rates (Nursing [NCLEX], Occ. Therapy Asst. [NBCO COTA], Resp. Therapy Asst.[NBRT CRT/RRT], etc.) C. College Focus Area Goals 1. Colleges will consult broadly with campus constituencies, including elected faculty representatives, to identify important priority areas for the college not already addressed by the university or sector goals 2. Colleges will articulate three to five goals, each of which should have a stated outcome by year s end for which evidence of progress can be demonstrated (qualitatively or quantitatively) 3. Some suggestions for college focus area goals are shown below as examples. Colleges are not required to select from these suggestions. Increase access to online/web enhanced course offerings o Indicator: Number of web enhanced and/or online sections o Indicator: FTE enrollment in web enhanced and/or online sections Increase opportunities for undergraduates to engage in (faculty directed research, internships, fieldwork, service learning, etc.) o Indicator: Number of students engaged in (compared to prior year, and five year trend) o Partnerships with area businesses, organizations, programs, etc. o Indicator: Number of available openings for student participation in Increase the number of STEM graduates o Indicator: Number of graduates from STEM programs in the last complete academic year (compared to prior year, and five year trend) Increase summer course taking as a means for enhancing students early momentum o Indicator: Percentage of freshmen and transfers taking one or more courses the summer after entry Attain, maintain, or improve accreditation status of professional programs o Indicator: accreditation of individual programs by end of year (or outcomes demonstrating progress toward attaining accreditation) 4 COACHE is the Collaborative on Academic Careers in Higher Education ( coache), a research unit at the Harvard Graduate School of Education that focuses on improving recruitment, retention, and work/life quality of faculty at four year institutions. CUNY is exploring the possibility of developing a community college faculty survey with COACHE. 5 Sector Goal 2 does not apply to Medgar Evers or NYCCT.