TO: UW-­‐Stout Faculty and Staff via electronic mail FROM: Bob Meyer, Chancellor DATE: June 25, 2015 RE: Budget Reduction Targets Please find attached (included in this PDF) a budget reduction template that approximates what we believe will be the actual cuts for 2015-­‐17. Please understand that there remain many moving parts to this biennial budget and that these amounts will not be final at least until the governor signs the budget later this summer. Many assumptions also were built into this template. For example, we are estimating a net enrollment increase of 25 students for fall 2015. Therefore, these numbers should be treated as reduction targets. Also, I am still considering other options that would impact the totals. I will keep the campus apprised of important budget-­‐related decisions. It’s important to emphasize that these reductions were not taken “across the board” and are a result of a great deal of input from a number of groups and sources – with the goal of being strategic and true to the budget reduction principles established by the Strategic Planning Group. Finally, I want to call your attention to the three items on the budget cut sheet (page 1) that are identified as “long term.” These are savings from reducing the number of colleges from four to three and making other structural changes; moving some student services staff salaries to other funding strings; and implementing changes in structural workload/class sizes. These are essentially placeholders for savings that may or may not be fully realized and would be implemented only after a judicious amount of campus-­‐wide feedback is gathered and considered. I want to thank everyone for their patience and cooperation as we work through this difficult budget process, unlike any we have seen at UW-­‐Stout. Only by working together in a spirit of cooperation will we be able to preserve the quality educational experience that our students deserve and expect from our institution. If you have any questions regarding this budget reduction template, please contact me or your dean/director. Budget Cut Information
Base Cut
Less - Lab Modernization fund
Less - Graduate Tuition Increases
Less - Cell Towers
Less - Additional Students
Remaining Cut
$
$
$
$
$
$
5,506,800
(300,000)
(125,000)
(15,000)
(225,000)
4,841,800
<---102 Reduced
<---102 Assessment
<---102 Assessment
25 <--Students
<--Assessment to Enrollment Growth
SPG Small Group Proposals & Provost Council Recommendations
Total
Chancellor
Advancement
Marketing
Communication
LIT
PARQ
Provost
Number of Sabbaticals cut 50%
Honors College
Office of International Ed
Thesis Allocations - COM
Thesis Allocations - CEHHS
Eliminate Co Directors Ethics/Writing Center
Advisement (FYE)
Library
Discovery Center/Research Services
Registration and Records
Vice Chancellor ASLS
Business and Finance
Physical Plant
Athletics
SLS
Risk and Safety
Subtotal
Long Term Items
College Reorganization
Student Services to 128
Workload /increase class size
New Subtotal
Remaining to be allocated
(Total includes any fringe savings)
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
46,522.00
12,134.00
34,316.00
33,809.00
309,220.00
32,200.00
38,350.00
43,406.00
20,000.00
147,340.00
6,869.00
70.00
17,565.00
104,259.00
175,700.00
50,288.00
40,000.00
38,152.00
60,700.00
550,000.00
76,160.00
5,946.00
157,000.00
2,000,006.00
(2,000,006.00)
$
$
$
$
360,000.00
145,632.00
750,000.00
(3,255,638.00)
$
1,586,162.00
1.00
0.05
0.33
3.00
0.50
-
Applied to
0.25
1.75
0.25
1.08
1.50
0.50
0.65
0.39
1.00
13.50
1.50
0.08
2.50
Chancellor
Advancement
Marketing
Communication
LIT
PARQ
Provost
Provost
AVC
AVC
AVC
AVC
AVC
Student Services
Library
Discovery
Enrollment
VC ASLS
BFS
P Plant
Athletics
SLS
Risk and Safety
4.00 Estimate
1.00 Estimate
15.00 Estimate
Eliminated From Reduction
Student Services
Prorated by GPR
Page 1
Prorated Amounts
Total
Chancellor
Advancement
Marketing
Senate
Communication
LIT
PARQ
HR
Provost
AVC
CAHSS
CEHHS
COM
STEM
Student Services
Library
Discovery
Enrollment Services
VC Office
BFS
Physical Plant
Athletics
SLS
Risk and Safety
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
(Total includes any fringe savings)
15,546.00
4,021.00
11,114.00
2,173.00
11,238.00
103,298.00
10,703.00
24,662.00
20,401.00
51,519.00
223,833.00
231,546.00
158,401.00
314,511.00
38,812.00
57,830.00
16,824.00
55,897.00
16,907.00
27,398.00
141,422.00
25,450.00
61.00
22,596.00
1,586,163.00
1,586,163.00
Page 2