2017 / 18 Budget Briefing
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1 2017 / 18 Budget Briefing
2 Budget Briefing
3 Financial Snapshot 2015 Revenues (000s) Percentages 60% Tuition 22% State Funding 6% Student Fees 12% All Other
4 Financial Snapshot 2015 Program Expenditures (000s) Percentages 44% Instruction 12% Student Services 9% Academic Support 8% O&M 7% Auxiliaries 6% Institutional support 5% UWS Overhead 9% All Other
5 Financial Snapshot 2015 Functional Expenditures (000s) UWS Overhead, $3,727 Scholarships, $176 Equipment, $291 Library Acquisitions, $782 Operations, $16,080 Benefits, $10,244 Faculty Salaries, $21,658 Percentages 30% Faculty Salaries 26% Staff Salaries 14% Benefits 5% UWS Overhead 24% All Other Staff Salaries, $18,529
6 2017 Proposed Budget (000s) General Operating Fund [GOF] & Local Fund [DOF] Fiscal Year 2015 Fiscal Year 2016 Fiscal Year 2017 Proposed Budget GOF DOF GOF DOF GOF DOF Non-academic Programs Academic Programs $18,685 $3,719 $17,969 $3,746 $18,842 $2,072 $23,539 $1,602 $25,272 $1,966 $25,753 $1,780 Total $55,314 $5,352 $58,028 $6,612 $60,241 $3,851
7 2017/18 Budget Process Overview Option A Academic & Admin. Units prepare proposals New/replacement faculty, lecturers, staff New programs Operations Space Fees Reallocations Academic Units consult with faculty EVCAA, VC recommend ations Campus Budget Committee provides Input Chancellor communicates budget decisions Campus strategic initiative process Strategic Plan Champions review Cabinet recommend ations Faculty Assembly, Staff Association, ASUWT/SAFC provide Input Executive Budget Committee final recommendations Chancellor decision Sep/Oct Proposal Development Dec Jan Apr Campus Consultation May Budget Decision Jun
8 2017/18 Budget Process Overview Option B Academic & Admin. Units prepare proposals New/replacement faculty, lecturers, staff New programs Operations Space Fees Reallocations Academic & Admin. Units consult with faculty Faculty Assembly Input ASUWT/SAFC Input Staff Assembly Input Strategic Plan Champions review Chancellor communicates budget decisions Chancellor, EVCAA, VC recommendations Executive Budget Committee final recommendations Chancellor decision Sep/Oct Proposal Development Dec Jan Apr Campus Consultation May Budget Decision Jun
9 Space Request Overview Units Identify space need and concept outline CPRE* project plan and formal proposal prepared Division approves EVCAA, VC, Chancellor approves Executive Budget Committee recommends Chancellor Decides *Campus Planning & Real Estate (CPRE) is here to help! Contact: Ross Johnson - rosscj@uw.edu
10 Campus Space Overview UWT SPACE INVENTORY (Fall 2016) OCCUPANCY/UTILIZATION Private Faculty Offices: % Occupancy (Based on Fall 2016 Assignments) General Classrooms: % Overall Utilization (HECB Target is 67%) -above 90% utilization between 9:30am & 3:30pm Computer Classrooms: 9 Dept Assigned Classrooms: 12 Labs: 8 Conference Rooms: 12 Breakout Rooms: 13 NOTES: 1) Based on our anticipated growth trajectory, we will occupy approximately 3% of our vacant office inventory each year, being at capacity by Fall ) Based on our anticipated growth trajectory, UWT will be at capacity for schedulable classroom space by Fall 2019.
11 Financial Realities 1. Uncertain state and federal funding 2. Increasing competition for students and faculty 3. Pressure for affordable, quality higher education 4. Increasing competition from traditional, international, online, and for-profit institutions 5. Impact of legislative and regulatory actions (FLSA overtime threshold; minimum wage increase) 6. Healthcare costs driving premium increases 7. Pressure of McCleary ruling to fund K-12
12 Financial Realities (cont.) The State of Washington 1. Determines the tuition setting authority for undergraduate resident tuition 2. May (or may not) direct funding towards salary and benefit increases, new enrollment, and capital projects. 3. Allocates funds to UW Seattle, who reallocates to branch campuses
13 2018/19 Projections (000s) Fiscal Year 2018 Fiscal Year 2019 Projected Beginning Budget $62,000 $66,463 Revenue Increases (est.) $1,593 $1,345 Risk/Opportunity Fund $2,600 ($270) Expenditure Increases (est.) $4,648 $4,654 Net Gain (Loss) ($455) ($3,309)
14 10 Critical Budget Assumptions Controlled Uncontrolled Enrollment goals student headcount & FTE Tuition increases Maintenance, utility, custodial, and lease cost increases Permanent budget increases for decisions made in 2016/17 faculty searches and staff additions Salary increase target Increase in number of faculty and staff Strategic plan initiative fund Operating, Contingency, and Campus reserves Space available in MacDonald Smith and TPS Budget reallocation/cut
15 Student, Staff, & Faculty FTE Year Student Staff* Faculty 2014/15 4, /16 4, /17 4, /18 4, /19 4, *salary employees
16 How to Fund New Proposals 1. Allocate risk/opportunity fund for one-time ideas 2. Allocate new tuition funds if the new idea attracts new students 3. New idea > existing program? Reallocate existing funds 4. Appeal for State funding 5. Appeal to donors; raise funds through the capital campaign
17
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