OAA Forum I: FY16 Budget and FY17 Budget Planning. November 18, 2015

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1 OAA Forum I: FY16 Budget and FY17 Budget Planning November 18, 2015

2 OAA s Divisional Budget E&G Grants/contracts &IDC Gifts

3 Academic Affairs - FY16 E&G Expenditure Budget OGS 1% OAI 3% OAA 1% OIA 1% SBA 9% SPH/Invest 0% Library 5% UNIV 5% Honors 1% Revenue Generators 88% Revenue Supporters 12% CUPA 9% CLAS 35% MCECS 9% GSE 7% COTA 6% IELP SSW 2% 4% Note: Does not include Targeted Funds

4 Integrated Planning Enrollment & Budget (IPEB): SEM: Strategic Enrollment Management plans by each School/College that describe projected enrollment, assumptions and strategies PBB: Performance-Based Budgeting revenue and expenses (just E&G!!!! Does not include grants, philanthropy, fees or non-credit)

5 IPEB Principles (May 5, 2015 Provost s blog) We must have a balanced budget. SEM plans are the building blocks of the OAA budget. We are all part of an eco-system -Impacts on other units matter. Expenditure budgets take into account multiple factors. OAA revenue supporters are expected to continue to find efficiencies. No funds are Swept. All colleges work together.

6 A look back FY12 Reductions taken to deal with deficit FY13 - FY14 - Reductions taken to deal with deficit Reductions taken to deal with deficit FY 15 - First year of PBB. Used a new strategy of eliminating structural deficit $3M enhanced revenue + $2.4M reductions = $5.4 M deficit FY16 - Year 2 PBB. Grew budgets based on projected growth and tuition and state appropriation increase

7 FY 16 OAA Total Fund Expenditure Budget projected to grow by $7,526,036 or 4.2% over FY15 Additional revenue producing investments of $1,462,084 +3% Base General Fund increase of $5,105,966 Net increase in GA Fee Remissions of $564,601 Strategic Investment commitments funded: FY16 - $1,218,910 FY17 an additional $540,000 for a total of $1,758,910

8 FY15 E&G Expenditure Budget and Revenue Performance FY15 FY15 Revenue Performance General Fund Budget General Fund Actual Expenditure FY15 Revenue Performance Target FY15 Actual Revenue Performance % of Target University Studies $ 8,032,286 $ 8,004,680 $ 13,189,919 $ 14,367,557 9% Honors $ 909,758 $ 891,814 $ 1,513,837 $ 1,786,413 18% College of Liberal Arts & Sciences $ 61,039,994 $ 59,526,525 $ 100,444,214 $ 100,421,664 0% Intensive English Language Program $ 4,951,202 $ 4,588,264 $ 6,915,396 $ 5,335,564-23% School of Social Work $ 6,857,359 $ 6,160,011 $ 11,006,326 $ 10,729,055-3% College of the Arts $ 11,069,650 $ 11,059,190 $ 18,685,351 $ 19,417,688 4% Graduate School of Education $ 13,083,628 $ 11,947,842 $ 16,636,801 $ 16,985,931 2% Maseeh College of Engineering & Computer Science $ 17,207,002 $ 16,436,371 $ 21,843,117 $ 21,711,820-1% College of Urban & Public Affairs $ 16,091,880 $ 14,932,989 $ 23,775,250 $ 24,224,972 2% School of Business Administration $ 16,467,431 $ 15,515,225 $ 27,232,108 $ 28,016,848 3% Subtotal Academic Units $ 155,710,190 $ 149,062,911 $ 241,242,319 $ 242,997,511 1%

9 Present (FY 16) Revenue Performance Target projected at $260,183,810 growing by 7.8% or $18,941,491 over FY15 Revenue Performance Target Represents a 7.1% increase or $17,186,299 over the FY15 Actual Revenue Performance

10 Final FY16 Revenue Performance Target FY15 Revenue Performance Target FY15 Actual Revenue Performance Difference ($) FY15 Revenue target to FY15 Actual Revenue Total FY16 Revenue Requirement Difference ($) FY16 Revenue target to FY15 Actual Revenue Difference (%) FY16 Revenue target to FY15 Actual Revenue University Studies $ 13,189,919 $ 14,367,557 $ 1,177,638 $ 14,604,170 $ 236, % Honors $ 1,513,837 $ 1,786,413 $ 272,576 $ 1,956,150 $ 169, % College of Liberal Arts & Sciences $ 100,444,214 $ 100,421,664 $ (22,551) $ 107,937,797 $ 7,516, % Intensive English Language Program $ 6,915,396 $ 5,335,564 $ (1,579,833) $ 6,067,881 $ 732, % School of Social Work $ 11,006,326 $ 10,729,055 $ (277,271) $ 12,009,916 $ 1,280, % College of the Arts $ 18,685,351 $ 19,417,688 $ 732,337 $ 20,911,501 $ 1,493, % Graduate School of Education $ 16,636,801 $ 16,985,931 $ 349,130 $ 16,936,958 $ (48,973) -0.3% Maseeh College of Engineering & Computer Science $ 21,843,117 $ 21,711,820 $ (131,297) $ 22,961,548 $ 1,249, % College of Urban & Public Affairs $ 23,775,250 $ 24,224,972 $ 449,722 $ 26,328,017 $ 2,103, % School of Business Administration $ 27,232,108 $ 28,016,848 $ 784,740 $ 30,469,872 $ 2,453, % Subtotal Academic Units $ 241,242,319 $ 242,997,511 $ 1,755,192 $ 260,183,810 $ 17,186, %

11 Final FY16 Expenditure Budgets FY15 Base Expenditure Budget Total Fund Expenditure Budget (FY15 base, +3%, additional funds to support new revenue, GA remissions, Targeted funds, reallocations) Difference ($): FY16 Total Expenditure + to FY15 Total Expenditure Difference (%): FY16 Total Expenditure + to FY15 Total Expenditure University Studies $ 7,524,510 $ 8,670,323 $ 638, % Honors $ 909,758 $ 1,005,265 $ 95, % College of Liberal Arts & Sciences $ 58,199,763 $ 63,648,694 $ 2,604, % Intensive English Language Program $ 4,951,202 $ 4,531,260 $ (419,942) -8.48% School of Social Work $ 6,690,174 $ 7,221,464 $ 364, % College of the Arts $ 10,784,157 $ 11,412,223 $ 342, % Graduate School of Education $ 12,933,522 $ 13,473,350 $ 389, % Maseeh College of Engineering & Computer Science $ 15,808,661 $ 17,984,307 $ 777, % College of Urban & Public Affairs $ 15,105,826 $ 16,693,363 $ 58, % School of Business Administration $ 16,215,633 $ 17,397,637 $ 930, % Subtotal Academic Units $ 149,123,206 $ 162,031,280 $ 6,321, %

12 FY 16 OAA Revenue Supporter Expenditure Budgets Base Expenditure Budget Reallocation of Funds Total Fund Expenditure Budget (FY15 base, +3%, reallocations) Difference ($): FY16 Total Expenditure to FY15 Total Expenditure Difference (%): FY16 Total Expenditure + to FY15 Total Expenditure Office of Academic Affairs $ 2,120,427 $ 4,043 $ 2,188,083 $ 67, % Office of Graduate Studies 1 $ 720,468 $ 12,400 $ 1,278,884 $ 207, % Office of Academic Innovation $ 394,275 $ 560,922 $ 9, % Office of International Affairs $ 2,146,027 $ (15,000) $ 2,195,408 $ 49, % Graduate - EMSA Transfer $ 374,302 $ 385,531 $ 11, % Undergraduate - EMSA Transfer $ 5,007,233 $ 5,192,450 $ 185, % School of Public Health Initiative $ 400,000 $ 2,700 $ 402,700 $ 2, % Library $ 9,585,480 $ 116,827 $ 10,025,962 $ 403, % Supporters subtotal $ 20,748,212 $ 120,970 $ 22,229,940 $ 936, % FY16 OAA Divisional Commitments PSU Foundation $ 250,000 $ 250,000 $ 250,000 Acad. Discretionary Investment Fund $ 327,436 $ (3,600) $ 345,659 $ 18, % 1 Additional E&G funds due to increase in Application Fee to cover CollegeNet costs. Includes increase in GA fee remissions.

13 OAA Strategic investments Request Funded FY16 Funded FY17 1. SBA Faculty and Research Support $500,000 $150,000 $500, CLAS Biology Faculty $125,000 $125,000 $125, CLAS Psychology Faculty $125, CLAS SOE Faculty $125,000 $125,000 $125, SSW Field Capacity Build-out $85,000 $45,000 $85, Advising $500,000 $350,000 $500, Library inflationary costs/services $100,000 $100,000 $100, Health Systems and Policy Faculty $100,000 $100,000 $100, CUPA Public Administration Faculty $63,910 $63,910 $63, COTA College/Faculty Support $160,000 $160,000 $160,000 TOTAL REQUEST $1,883,910 $1,218,910 $1,758,910

14 Summer 2015 Enrollment By Residency and Student Level End-of-Term (ODS Data) Residency Difference % Change 2015 SCH 2014 SCH Difference % Change Students Students - Students SCH Non-Resident 2,570 2, % 20,433 23,223-2, % Resident 9,685 10, % 65,090 68,452-3, % Overall - Total 12,255 12, % 85,523 91,675-6, % Student Level Difference % Change 2015 SCH 2014 SCH Difference % Change Students Students - Students SCH Undergraduate 8,744 9, % 67,581 73,195-5, % Graduate 3,511 3, % 17,942 18, % Overall - Total 12,255 12, % 85, ,675-6, %

15 Were we stand Students - % Change over Last Fall Term 0.8% 0.6% 0.4% 0.2% 0.0% -0.2% -0.4% -0.6% -0.8% -1.0% Nov 1 Nov 2 Nov 3 Nov 4 Nov 5 Nov 6 Nov 7 Nov 8 ACADEMIC_DATE

16 Were we stand SCH % Change over Last Fall Term 0.2% 0.1% 0.1% 0.0% -0.1% -0.1% -0.2% -0.2% -0.3% -0.3% -0.4% Nov 1 Nov 2 Nov 3 Nov 4 Nov 5 Nov 6 Nov 7 Nov 8 DAYS_FROM_PERIOD_START

17 Enrollment By Residency and Student Level As of Nov 8, 2015 Residency Difference % Change 2015 SCH 2014 SCH Difference % Change Students Students - Students SCH Non-Resident 5,984 5, % 70,047 66,804 3, % Resident 22,589 22, % 222, ,102-2, % Overall - Total 28,573 28, % 292, , % Student Level Difference % Change 2015 SCH 2014 SCH Difference % Change Students Students - Students SCH Undergraduate 23,235 23, % 251, , % Graduate 5,338 5, % 40,432 40, % Overall - Total 28,573 28, % 292, , %

18 FY16 unknowns Employee compensation Use of contingency funds Winter and Spring enrollments

19 FY16 IPEB Enrollment Plan and Narrative Two Key Input Tools Starts with departmental level term-by-term SCH forecasts Ends with school/college level student mix forecasts Based on existing resources. Resource Plan (x-template Resources to grow revenue and improve quality.

20 IPEB Convening Session EFRT reviews INITIAL Plans and meets with School/College leadership Budget Office provides 4th Week Fall 2015 RCAT to late December INITIAL Enrollment Plans & Narratives and Resource Plans Revised INITIAL Plans submitted

21 FINAL Enrollment Plans & Narratives and Resource Plans Provost determines final OAA Division Budget President approves final OAA Division Budget Week of Week of Week of OAA Division Forecast Conferece: Plan v. Actual University Budget Team discusses final OAA Division Budget

22 Throughout the IPEB process, frequent consultative and advisory meetings held with Faculty Senate Budget Committee and OAA Fiscal Officers Group. From Convening Session To FINAL OAA Budget

23 Resources Open forum SEM/PBB presentations, video, history, timelines, RCATs available at