Institutional Aspirations Amidst Financial Distress:
Public Institutions in Georgia as a Case Study
J. Douglas Toma and Beth-Anne Leech
University of Georgia
Abstract
American universities and colleges across types are pursuing strategies to position
themselves for greater prestige. In relation to the broader aspirations of the 35 public institutions
in Georgia, we examine the recent sudden and significant cutbacks in state appropriated funds.
We find that institutions of various types are reacting differently in proposing the cuts within their
discretion, somewhat in ways reflective of their missions and aspirations. We draw on August,
2009 financial data for each of the 35 University System of Georgia institutions related to
proposed budget reductions of four, six, or eight percent for the 2010 fiscal year, the second year
of the cutbacks which began in Summer, 2008 with a eight percent cutback for FY 2009. We also
draw on interviews with the presidents of 18 USG institutions and also faculty and senior
administrators at five of these focusing on institutional aspirations and conducted shortly before
the onset of the global financial crisis. In concluding, we consider whether budget reduction
decisions are putting institutional visions at risk – and whether there is an opportunity here to
reorient visions in more realistic and productive directions.
Introduction and Overview
Across most sectors, higher education institutions are fixated on enhancing their prestige,
recognizing it to be linked to their ability to attract resources. Despite the impressive diversity of
institution types, the relative autonomy of individual universities and colleges, and the vast
differences in respective resources available to them, higher education institutions in the United
States tend to arrive, independently, at what amounts to a common aspiration (Toma, 2008).
They are eerily similar in vision, in fact, seemingly obsessed with “moving to the next level.”
Institutions seek to become more like those directly above them on the prestige hierarchy
recognized within American higher education. They not only portray their ambitions using similar
rhetoric, but also attempt to operationalize them through a rather generic set of strategies, acting
1
in the entrepreneurial manner that has never been more characteristic of American institutions
(Bok, 2002; Ehrenberg, 2002; Geiger, 2004; Kirp, 2003; Slaughter and Rhoades, 2005; Zemsky,
Wegner, and Massy, 2005).
Universities and colleges are attempting to position themselves for increased reputation
through efforts to attract more accomplished students and noteworthy faculty, as well as making
significant investments in facilities, academic initiatives, athletics, and so on (Toma, 2008). In
prosperous times, institutions can make more considered decisions about funding new programs,
activities, and infrastructure to support the drive for greater prestige. However, universities and
colleges often must implement budgetary cutbacks quickly and within structural, political,
psychological, and cultural constraints, without the luxury of careful planning. Convenience thus
tends to govern management decisions, as with discretionary spending freezes and equal cuts
across units without regard to their productivity or strategic importance.
Enhancing reputation continues to matter, however, and is more strategic than equitable in
operation. Institutional prestige represents an asset for institutions earned over time – and can
create strategic advantage in attracting resources, both human and financial, needed to realize
aspirations (Brewer, Gates, and Goldman, 2002; Shattock, 2003; Rein and Rabinovitz 1978;
Nakamura and Smallwood, 1980). Universities and colleges are thus increasingly competing with
one another, seeking advantage that will be reflected in various rankings and otherwise (Volkwein
and Sweitzer 2006). Whether institutions will actually realize the advantages they seek is an
open question. But the clear perception is that making the investments thought to attract more
accomplished students and noteworthy faculty is essential (Toma, 2008; Brewer, Gates, and
Goodman, 2002; Weisbrod, et al. 2008). Accordingly, they are making strategic decisions to
allocate scarce resources to these initiatives and perhaps also away from other commitments, as
institutions, ultimately, have to balance budgets (Brewer, Gates, and Goldman, 2002; Schick
1980).
The severe downturn in the economy in 2008 quickly presented public universities and
colleges with mid-year budget cutbacks triggered by state government revenue shortfalls.
Georgia reduced its original higher education budget of $21.2 billion for the 2009 fiscal year by
2
ten percent – with a similar reduction expected in the year following. The Board of Regents of the
University System of Georgia (USG), which oversees the 35 public colleges and universities in
Georgia (there is a separate system for technical colleges), mandated only a cutback, not how
institutions achieve these reductions while supporting ongoing needs (and aspirations). The USG
requested proposed cuts of four, six, or eight percent in August, 2009 for FY 2010. We draw on
these data. Public higher education institutions have often had to bear a disproportionate share
of budget cuts during economic downturns (Lauth, 1994; Willoughby and Lauth, 2003), so the
climate across campuses statewide is not marked by optimism.
Question and Frameworks
We focus on the following question: How are institutional aspirations and strategies
toward attempting to realize them reflected in the budget cuts? In doing so, we draw on research
and theory in several areas: corporate strategy, institutional theory, resource dependency theory,
organizational identification, and retrenchment. We cover each briefly.1
Universities and colleges, like business firms, adopt strategies, ideally attempting to
position for advantage over competitors in one of three ways: offering a standard product at a
lower cost; marketing differentiated, often luxury, products that can attract a higher price; or
focusing on a targeted (or niche) market (Porter, 1980). Treacy and Wiersema (1993) term these
value disciplines, framing them as: operational excellence (as a means to lower costs); product
leadership (through cutting edge products); and customer intimacy (to meet their specific wants
and needs). Even within one of these value disciplines (or positions), institutions must
underscore their distinctiveness to compete in a crowded marketplace, but in reality the
aspirations and strategies they adopt are causing them to become increasingly similar. As they
chase the same goal in roughly the same manner, the needed claims they make about being
different are essentially superficial – much more about look and feel more than related to
substance, say related to the traditional academic core (Toma, 2008).
1
In a September, 2009 paper presented at the Consortium for Research on Higher Education
meeting in Porto, Portugal, Doug made theories on strategy, institutionalism, and resource
dependency the centerpiece of his paper.
3
Institutional theory and resource dependency theory are also instructive in considering
why universities and colleges are so obsessed with prestige. Institutions attempt to move to the
next level – essentially replicating those with more prestige – to gain legitimacy (DiMaggio and
Powell, 1983). They also respond to the demands of the external entities on which they rely for
support, attempting to minimize that dependency, as possible. Increasing prestige, they assume,
will result in more available resources and thus more autonomy (Pfeffer and Salanick, 1978;
Pfeffer, 1982). Universities and colleges with the highest status and most legitimacy are usually
the wealthiest – and, accordingly, the most independent of external control. These pulls are so
strong within higher education that there appears to be no realistic alternative to positioning for
prestige as institutions establish aspirations and determine strategy (Toma, 2009a). Also, there is
neither a set status hierarchy nor formal structural barriers in U.S. higher education. So, there is
always the hope of moving up – winning the lottery, in effect. In fact, given the perceived
connection with resources, it is arguably not realistic for an institution to opt out of the prestige
race, saying, in effect, “we are doing fine and should relax.” The desire to improving in stature
also has the benefit of being attractive across internal constituencies – it is the rare matter that is
just as appealing to senior administrators as it is to faculty members.
Aspirations are not only associated with resources, however. There are intangible
advantages associated with prestige within organizations. Because people come to understand
themselves in reference to the organizations with which they associate, they are more likely to
celebrate their connections with prestigious institutions, making just about everything on campus
easier to achieve (Toma, Dubrow, and Hartley, 2005; Dutton, Dukerich, and Harquail, 1994).
When the advantages of enhanced organizational identification combine with the promise of
greater resources and the security of increased legitimacy, aspiring as an institution to enhance
prestige is essentially obligatory, no matter the institution type.
Finally, we also draw theory and research from public administration about how
organizations manage cutbacks (Bozeman and Straussman, 1982; Levine, 1979). Governmental
budgeting, including at universities and colleges, is generally incremental. The foundations of
incremental budgeting are completely overturned during periods of cutback or decline.
4
Incremental budgeting is predictable, repetitive, and non-threatening, while decremental
budgeting (or budget cutbacks) is redistributive, erratic, unpredictable, without historic
precedence, and controversial (Behn, 1985). Behn (1985) argues that incremental budgeting
requires little careful thought or strategy; cutting a budget, on the other hand, requires a
significant re-examination of priorities and expenditures.
Leadership is thus an important component to the response of colleges and universities
to periods of retrenchment (Mingle, 1981). But the forces keeping an organization going along
the same path are so formidable that change is the rare exception (Kaufman, 1971). Even with
the strongest leadership, financial cutbacks and organizational retrenchment create substantial
stress for managers and employees (Bozeman and Slusher, 1979; Whetten, 1980). Such stress
can divert managers’ attention away from the actual problem and distort the problem solving
process. Managers in crises or highly stressful situations, often become very conservation in
their approaches to dealing with problems (Whetten, 1981). During times of retrenchment and
cutbacks, managers may prefer across-the-board cuts, rather than the substantial reassessment
of organizational goals and activities which frequently involves higher emotional energy (Whetten,
1981).
Furthermore, organizations that have experienced long periods of growth will often try to
manage decreases in resources using the same resource allocation techniques and processes
that have been used during periods of growth (Starbuck et al, 1978). Individuals and
organizations tend to attribute success to internal abilities and processes and failure to external
circumstances, which suggests that managers in organizations that have grown will likely attribute
this growth to good management (Whetten, 1981). At the same time, any declines will be
attributed to the external environment, rather than poor management or processes. Thus,
organizations may not view periods of decline as indicative of the need to evaluate their
processes (Whetten, 1981). In other words, higher education institutions may not see periods of
retrenchment as opportunities to reassess their goals, priorities, or activities, since these are
perceived as the foundation of their growth and success.
5
Research Design
In exploring the alignment between managing budget cuts and advancing strategies toward
realizing institutional aspirations, we draw on two data sources. The first is the August, 2009
proposal from each of the 35 University System of Georgia universities and colleges addressing
how they would make reductions of four, six, or eight percent in FY 2010, after having made a ten
percent cutback in FY 2009. The proposals followed a standard format, with institutions placing
proposed reductions into set categories, enabling us to easily standard our data across
institutions. We also draw on documentary evidence and interviews with presidents of 18
representative USG universities and colleges, as well as numerous interviews at four campuses
representative of the broad institution types in the system (research university, large
comprehensive, smaller comprehensive, community college). We conducted these interviews on
campus in early 2008, before the economic crisis, focusing on institutional aspirations.
The USG divides its institutions into four types: research universities, regional universities,
state universities, state colleges, and two-year colleges. In Spring, 2008, we conducted
interviews focused on institutional aspirations with the president of each of the four research
universities – the University of Georgia, Georgia Institute of Technology, Georgia State
University, and the Medical College of Georgia – and well as interviewing several senior
administrators and faculty members at Georgia and Georgia State. We did the same at Georgia
Southern University, which is one of the two regional universities designated within the USG, the
other being Valdosta State University. Kennesaw State University has the characteristics of a
regional university, but is not classified as such, so we keep its data with the state universities,
which is the third institution type. Among state universities, we interviewed presidents, again
about institutional aspirations, at Armstrong Atlantic State University, Columbus State University,
Fort Valley State University, Georgia College and State University, Kennesaw State, North
Georgia College and State University, Southern Polytechnic State University, Savannah State
University, and the University of West Georgia, with further interviews at Georgia College. (Other
state universities include Albany State University, Augusta State University, Clayton State
University, and Georgia Southwestern State University). At the state colleges, we interviewed the
6
presidents at Dalton State College and Gainesville State College (and others in the group include
Abraham Baldwin Agricultural College, the College of Costal Georgia, Georgia Gwinnett College,
Gordon College, Macon State College, and Middle Georgia College). Finally, we interviewed the
president at Georgia Highlands College and the president and others at Georgia Perimeter
College among the two-year colleges (the others being Atlanta Metropolitan College, Bainbridge
College, Darton College, East Georgia College, South Georgia College College, and Waycross).
We include a summary of the interview questions in Appendix A. We also interviewed
the presidents at 21 private institutions connected with the Atlanta market. In analyzing the data,
we employed the constant comparative approach to identify common themes and emerging
patterns (Glazer and Strauss, 1967). We explored whether the categories and subcategories I
generated were internally consistent (internal convergence), but distinct from one another
(external divergence) (Marshall and Rossman, 1999). We also searched throughout the analysis
process for negative instances and for rival structures (Glazer and Strauss, 1967).
Findings
From the interviews, we conclude that aspirations at universities and colleges with even
modest selectivity typically amount to a desire to enhance institutional prestige. Advancing an
institutional vision to "move to the next level" through employing a few generic strategies is the
default position in selective American higher education: attracting accomplished students, hiring
noteworthy faculty, developing appealing academic programs, and improving the collegiate
infrastructure on campus. Having divided institutions into types, the USG expects them serve
different types of students with different needs. But among non-selective institutions, there is still
typically a desire to increase in level, as with community colleges seeking to offer four-year
degrees and small regional colleges adding residences to attract students from outside of the
immediate area. The primary difference in moving down the prestige ladder among public
institutions is the increased emphasis on the instructional mission of the institution. In the
discussion below, we discuss aspirations and strategies before moving to the question of how
7
these are reflected in the proposed FY 2010 budget reductions proposed by the 35 USG
institutions.
Aspirations. The status hierarchy in American higher education is reasonably clear,
including as captured each year in U.S. News and World Report rankings. Institutions know there
is a "next level" and understand fairly well the step required to reach it. They are also not bashful
about announcing their intentions, even if only marginally plausible, as simply doing so tends to
place an institution among others, thus adding legitimacy.
Among research universities, Georgia State, for instance, aspires to progress (as it sees
it) from a “commuter” institution established to serve Atlanta students into a destination for
accomplished students seeking a residential collegiate experience in an urban setting. Georgia
State is also interested in continuing to advance as a research university, becoming recognized
as akin to the more developed Georgia Tech and the University of Georgia. So, it employs
various strategies toward attempting to realize these aspirations, investing in infrastructure in
areas such as housing and research. Georgia Tech and Georgia, meanwhile, respectively aspire
to become MIT and CalTech or Virginia and Texas, thus moving up a class.
Comprehensive institutions are also interested in "the next level," seeking the more
accomplished students and adding, as they can, the graduate programs and research activity
associated with more prestigious flagship institutions. There is a robust competition, for example,
between Kennesaw State and Georgia Southern, two larger comprehensives, for both suburban
Atlanta students and permission from the university system to add graduate programs. Pursuing
both strategies moves them closer to their aspiration of assuming the characteristics of a state
flagship. These institutions continue to serve their local market, as with Kennesaw drawing from
the suburbs north of Atlanta. But they are also interested extending their reach to be more like
Tech or UGA, beginning to offer the trappings, such as campus residences at Kennesaw and an
honors program at Southern, needed to do so. Armstrong Atlantic, a smaller comprehensive
(termed a state university by USG), is following the same model in attempting to spread its
influence beyond the immediate Savannah market, including through developing residences and
dining to attract full-time, residential students.
8
Even aspirations at state colleges and community colleges, while expressed in terms of
access, are akin to other kinds of institutions. Several Georgia state colleges, such as Dalton
State, are adding four-year degree programs – the "next level" for them – successfully contending
there is a need, including due to mission drift by other institutions. At non-selective institutions
like community colleges, there is also a prestige advantage in increasing in size. In representing
itself, Georgia Perimeter, a large two-year college in suburban Atlanta, certainly cites enrollment
growth of it fulfilling its purposes. But it also emphasizes possibilities for transfer to prestigious
institutions, having formalized relationships with several institutions, including leading public and
private ones including nationally (Columbia University and Pepperdine University, for instance).
So, even institutions devoted to access tend to highlight initiatives or associations to which
prestige commonly attaches.
But mission also matters. Institutions do not only understand where they want to go, but
also know what they must do. For instance, particularly in a coordinated state system as in
Georgia, the state colleges must serve the instruction-related needs of their local region before
delving into other activities, including those associated with "upward drift." There is also the
question of whether these aspirations need to be realistic or assertions about prestige and even
distinctiveness need to be accurate, especially when received by less sophisticated audiences.
In sales, accuracy is sometimes a secondary concern. Nevertheless, aspirations can be
productive. They can energize a campus, making it more dynamic. But when moving toward to
next level works best is when it causes institutions to differentiate themselves. For instance,
Columbus State has developed its fine arts program into a regional leader; Georgia College has
adopted the public liberal arts college mission; and Fort Valley State and Savannah State, both
public HBCUs, have continued to emphasize their historic mission while also enhancing their
academic profiles.
Strategies. Like business firms, universities and colleges attempt to achieve their
aspirations through positioning for advantage over competitors. Community colleges offer
standard products at low prices, the first position type outlined by Porter (1980) and Treacy and
9
Wiersema (1993), with strategies supporting the overall approach. But these institutions also
know the advantages of people viewing their organization as distinctive, central, and enduring –
and thus wanting to enhance and announce their association with it. Again, when institutional
identification is strong, everything is easier (Toma, Dubrow, and Hartley, 2005; Dutton, Dukerich,
and Harquail, 1994). So, reputation still matters, even at institutions with an access mission.
Only instead of garnering prestige through admissions, endowment, or research numbers, nonselective institutions concentrate on enhancing and celebrating their stature through enrollment
growth, relevant programs, and personal accomplishments.
Institutions that are even somewhat selective must sell more than just affordable cost. In
the Atlanta market, most competition occurs among institutions having established a niche, the
second type of position. They offer a set of attributes that are appealing to a certain type of
prospective student, attempting to enhance these to improve their position among competitors.
The public universities and colleges among these are similar in price, reputation, and even
academic program. But their respective approaches to collegiate life are quite distinctive:
whether the urban experience at Georgia State; the small town residential one at Georgia
Southern; the suburban character of Kennesaw; or the liberal arts college feel of Georgia College
or North Georgia. The strategies that they accordingly employ accentuate these characteristics,
such as building loft style dorms at State, adding a residential complex at Armstrong Atlantic, or
renovating the historic core campus at Georgia College.
Another kind of niche involves a product differentiated on substance as well, like a
religious college, a non-elite small college selling a more intimate experience at a somewhat
higher price, or one with specialized programs like Southern Poly. The third position type is
product leadership. Liberal arts colleges and private research universities can attract a higher
price because they provide something akin to a luxury product, something to which prestige
attaches and that offers a premium experience. State flagships have sufficient prestige that they
tend have some elements of a luxury experience. Strategies at these institutions tend to
emphasize not only look and feel, which remains important, but also the advantages associated
with a leading institution. The latter can be as simple, especially in the South, as access to
10
Southeastern Conference football at Georgia. These institutions also offer more diverse
academic programs, with degrees in areas like engineering. Such advantages can also entail the
low faculty to student ratio and generous staffing in areas like students affairs that leading liberal
arts colleges can provide, given available resources. Because enrolling – and, to some extent,
retaining – accomplished students is primary in determining prestige at selective institutions,
making the institution more attractive to these prospective students is paramount in determining
strategy. Institutions thus focus on what they perceive most appeals to these students,
enhancing their collegiate character and developing attractive academic programs.
Research universities concentrate additionally on building endowment and developing
research, as not just admissions and retention numbers influence national reputation. Including
Georgia Tech, Georgia, Georgia State, and the Medical College of Georgia, research universities
continue to hire noteworthy faculty and invest in needed infrastructure to building their research
programs, including buildings but also staff. Universities and colleges across types are also
building academic programs to further their aspirations. Toward attracting more desirable
students, institutions are launching or augmenting popular undergraduate majors and graduate
programs, encouraging faculty research, emphasizing honors programs and undergraduate
research, and enhancing study abroad opportunities (Kirp, 2003; Geiger, 2004). In positioning for
greater prestige, advancement in student numbers is more readily achievable than is progress in
endowment or research. Georgia State, Georgia Southern, and Georgia College, for instance,
each increased its average SAT to around 1,100, enough to put them near the top of institutions
of their type.
Despite these different ways of positioning, the strategies, both collegiate and academic,
that institutions have available to actually position in such ways are relatively limited and tend to
be generic across institutions both within a sector and across types. In admissions, institutions
across types have professionalized and expanded student recruiting as an initial matter. In order
to appeal to the accomplished prospective students they hope to attract, universities and colleges
have also launched or enhanced innovative or unusual academic programs, study abroad
opportunities, service learning efforts, honors options, and undergraduate research initiatives.
11
They are also concentrating more on marketing. Georgia Southern, for instance, is advertising
aggressively in suburban Atlanta, including larger banners at upscale shopping malls.
Institutions are also seeking advantage in attracting the students (and faculty and
administrators) they desire by updating the infrastructure devoted to collegiate life. Necessities
such as dormitories, dining halls, and gymnasia have become amenities – luxury apartments,
upscale food courts, and deluxe fitness centers. Universities and colleges are in a construction
arms race, competing with one another. Georgia Tech, for instance, has recently completed a
spectacular fitness center on the site of the former Olympic swimming pool. It addressed the
dearth of a shopping district adjacent to campus earlier in the decade by constructing storefronts
below its new business school and conference center and hotel facility across I-75 from the main
campus. Institutions are also constructing academic buildings, especially science buildings, in
another arms race. There is also some attention to “amenities” for broader community, such as
the museum and performing arts complex at UGA. (Georgia Perimeter, a community college,
views amenities differently, focusing more on initiatives such as equipping classrooms with
technology.)
Sevaral universities and colleges are engaged in similar efforts in intercollegiate athletics,
improving facilities, “upgrading” to Division I, and seeking entry into better conferences as they
position themselves for greater prestige (Toma, 2003; Toma, 2009). Georgia State, responding
to student demand for a critical marker of a “real” American university, voted to tax themselves
$85 per semester to launch a football team to compete at the Division I-AA level (now called the
Football Championship Subdivision). (They also voted for a fee increase to fund a library
renovation.) Savannah State has also moved to compete in Division I.2
American institutions have, of course, long expressed their ambitions through
constructing impressive campuses and developing football programs, differentiating themselves
more readily via facilities and athletics than is really possible through academic programs
2
Troy University in Alabama, which is heavily involved in distance education, has built a Division
I-A (Football Bowl Subdivision) football program of some note to provide its students around the
world with a collegiate touchstone. LaGrange College, which is also enhancing its library, added
Division III football recently intending to enhance both student recruitment and in alumni and
community relations. Both were part of our broader study on institutional aspirations.
12
(Gumprecht, 2008; Toma, 2003). They must now, they believe, make these investments to keep
pace or avoid falling back in the race for prestige and resources, the two thought to be linked
(Brewer, Gates, and Goldman, 2002). If nothing else, the energy here is impressive, even though
it is commonly at the peripheries of institutions, as the traditional academic core continues to
contract. There are legitimate concerns with positioning for prestige, as with concentrating more
on enrolling affluent students than on providing access to those across society.
Also, having devoted themselves to advancing, institutions must make a plausible case
that they are doing so. As aspiring institutions tend to be selective, even if some only barely,
positive enrollment trends are particularly useful. Establishing satisfactory measurements of
institutional progress is challenging, with institutions and others left with such simplistic metrics as
the average test scores of incoming students, or retention and graduation rates. But annual
increases in SAT or ACT scores are, at least, concrete – and they are commonly accepted as
evidence of movement in institutional prestige. At institutions where other available indicators,
namely research activity and endowment amount, are not much of a factor, student
characteristics become even more central.
Finally, even at the most "aspirational" of institutions, values still matter. There may be
consensus on a campus about "getting to the next level," but faculty and others typically guard
jealously their influence over academic quality.
Reductions. Potentially influencing both aspirations and quality are significant reductions
in state appropriates funds. The discussion below considers the 35 USG institutions by type:
research universities, regional universities, state universities, state colleges, and two-year
colleges, as defined by the state system. We first set the foundation by presenting enrollment
and employment statistics, both total for the Georgia public system and by institution type. We
then discuss the reductions that the system made and required of institutions, before exploring
budget data by the kinds of budget cuts respective types of institutions proposed.
Table 1 shows the difference in the size and scope of USG institutions by the type.
13
Table 1:
Enrollment and Faculty by Institution Type
Total
Research
Universities
Regional
Universities
State
Universities
State
Colleges
Two Year
Colleges
35
4
2
13
8
8
283,048
84,822
29,254
90,758
35,010
43,204
Average Undergraduate
Enrollment
7,009
15,159
12,858
6,212
4,376
5,401
Average Graduate Enrollment
1,078
6,046
1,769
770
0
0
Average Annual Enrollment
Growth, 1999-2008
5.01%
2.27%
2.72%
3.58%
7.09%
7.46%
Average Faculty Size
273
1022
503
213
115
98
Average Other Instructional
(Part-time, Adjunct, etc.)
60
308
101
30
11
21
Average Staff Size
865
4833
996
464
179
188
Average Student-to-Faculty
Ratio
36.1
18.8
28.8
31.7
37.9
51.8
Number of Institutions
Total Enrollment, Fall 2008
Table 1 indicates the great diversity of the University System of Georgia, ranging from world-class
research universities to tiny, rural community colleges. The 283,048 students enrolled in the 35
USG institutions in Fall, 2008 ranged from 34,180 students at the University of Georgia to 936
students at one of the two-year colleges. The research universities have a significant graduate
student enrollment, averaging nearly one-third of all students enrolled. In addition, the average
institutional growth rate has varied significantly among institutions, with the state colleges and
two-year sector experiencing over seven percent annual growth since 1999, while the research
universities have increased by 2.27 percent.
The state of Georgia has increased in population, with 9.7 million people in 2008, up from
8.2 million in 2000. UGA and Georgia Tech are consciously not increasing in undergraduate
enrollment, leaving the other institutions in the state to accommodate increased enrollment
demand. Similarly, the research universities, not surprisingly, employ the greatest number of
faculty and have the lowest student-to-faculty ratio, well more than one-half that than the two-year
colleges. Teaching loads are lower at the research universities, given the expectation that faculty
there do research. Also, the complexity of these institutions tends to cause them to have more
14
staff than universities and colleges of other types.
The severe downturn in the economy in 2008 and resulting state government revenue
shortfalls necessitated mid-year budget cutbacks at public universities and colleges. The state
provides approximately 42 percent of the University System of Georgia budget, with that figure
lower at the research universities and higher at more teaching focused institutions. In August,
2008, it required that USG reduce its original 2009 fiscal year budget of $21.2 billion by six
percent, mandating an additional two percent reduction in December, 2008. The Regents made
several system-wide reductions, including reducing employer contribution rates for PPO and
HMO health insurance plans from 75 percent to 70 percent, increasing employee contributions
accordingly. The system also implemented mandatory student fees, varying depending on the
institution type, with research universities at $100 per semester, regional universities at $75, and
others at $50.
In August, 2009, the USG again asked institutions to prepare reduction plans including
three levels of cuts – four percent, six percent, and eight percent – to the state-funded portion of
their budgets along with impact statements, for consideration by the Regents. The Regents
ultimately mandated six percent reductions at all institutions. Across the system, the USG
instituted a six mandatory furlough days for all employees making over $23,660, resulting in
approximately a three percent pay cut. During the FY 2008 cutbacks, the university did not
employ furlough days, though other state agencies were subject to them. The USG also made
changes to health insurance plans, eliminating the indemnity option and encouraging employees
to switch to high deductible policies. The furloughs and insurance changes reduced the budget
by four percent.
The USG instructed all 35 universities and colleges to prepare budget reduction plans,
essentially for the two percent remaining to make the six percent cuts overall. Again, these came
after reductions totaling eight percent in the previous fiscal year. Institutions were responsible for
determining the best ways to reduce their budgets, including the leeway to impose additional
furlough days. Table 2 presents the aggregated institutional budget data by type of institution.
15
Table 2:
Budget by Institute Type
Total
Research
Universities
Regional
Universities
State
Universities
State
Colleges
Two Year
Colleges
$162,837,681
856,828,668
211,639,464
91,596,534
41,189,050
39,341,026
Average Real Budget
Growth, FY 2008 to
FY 2010, with Budget
Cuts Included (in 2007
Dollars)
14.54%
4.48%
13.56%
10.75%
16.84%
12.21%
Average Percentage
of Budget from Annual
State Appropriation
42.0%
31.8%
45.8%
43.1%
46.44%
40.15%
Average Endowment
per Institution
$106,773,807
721,616,025
40,838,903
18,741,214
12,133,728
2,654,848
Average Dollar Cut
per Student, 4% level
$301
967
220
219
269
152
Average Dollar Cut
per Student, 6% level
$433
1392
315
316
387
219
Average Dollar Cut
per Student, 8% level
$530
1709
383
387
473
266
Average Federal
Stimulus Dollars per
Institution
$2,646,226
12,538,222
3,756,896
1,672,044
805,356
846,475
Average Institutional
Budget, FY 2010
The average institutional budget for FY 2010 is $162.8 million, with a wide range between
research universities at $858.8 million and state colleges and two-year colleges closer to $40
million. Between FY 2008 and FY 2010, the average real growth in the budgets was 14.54
percent within the system, higher than the average annual student enrollment growth rate of 5.01
percent. Research universities have relatively large budgets, averaging $856.8 million. But they
have increased at a relatively modest rate of 2.27 percent, about the same as enrollment growth,
which was 2.76 percent. Other types of institutions have experienced more impressive increases.
Between FY 2008 and 2010, state colleges have had an average real growth rate in their budgets
of 16.84 percent, while there was an average annual growth in student enrollment of 7.1 percent.
As noted, USG institutions average receiving 42 percent of their budgets from the state, with
research universities closer to 32 percent, given their more diversified sources of revenue,
16
including from fund raising and funded research. In cutting their budgets, the research
universities thus had to cut far more per student than the other institution types – roughly four or
five times more – with stimulus money helping institutions of different types about the same.
After complying with the mandate to impose six furlough days, reduce health care
program expenses, and increase student fees, where institutions made reductions was at their
discretion. We are interested in whether these cuts, again amounting to about two percent of the
state appropriated budget, differed by institution type, given differences in missions and
aspirations. Table 3 summarizes the budget reduction plans for the 35 institutions at the three
requested possible reduction levels, including the six percent one that the Regents ultimately
adopted.
Table 3:
Proposed Actions by Institutions to Reduce Budget
at Mandatory 4, 6, and 8 Percent Levels
Proposed Action
4%
6%
8%
Total
Mandatory Six Day Furlough
35
Mandatory Health and Retirement System Rate Increases
35
Eliminate Positions
20
24
18
29
Operating, Equipment, or IT Budget Reductions
21
21
14
29
Travel Budgets Reductions
18
13
10
26
Operating Hours of Services (e.g., Library) Reductions
9
6
5
15
Library Acquisition Budget Reductions
7
7
9
14
Defer Maintenance
5
10
8
13
7
6
2
12
Marketing or Recruitment Budget reductions
7
7
6
12
Hiring or Filling Positions Delays
7
8
4
11
Restructure, Reorganize, Merge Programs or Departments
6
2
3
9
Across-the-board Budget Cuts
5
7
2
9
Part-Time, Contract, or Temporary Faculty Increases
5
3
2
8
Layoffs
2
3
4
7
Student Support Services Reductions (e.g., Tutoring,
Retention Programs, Career Services)
17
Program Expansion Delays
4
Summer School Reductions or Restrictions
5
Use Auxiliary or Athletic Funds
1
Course Reductions or Elimination
3
7
2
7
2
6
7
4
2
2
6
Reduce State Funded Initiative (SFI) Budgets
4
5
3
6
Part-Time, Contract, or Temporary Workers Reductions
3
3
2
5
Contingency Funds (Carry Forward Savings or Funds)
5
5
2
5
Investment Income
2
1
3
5
Additional Furlough days
1
2
3
4
Program Reductions or Elimination
2
1
1
4
2
4
Financial Management (e.g. Passing Credit Card Fees to
Users)
Promote or Increase High-Deductible Enrollment in Health
Plan
Efficiency savings or Process Improvements
Replace Senior faculty with Junior, Contract, Shared or PartTime Faculty
2
4
2
1
Close Centers
1
Administrative Services Reductions or Restrictions
1
Replace Security Services with Electronic Monitoring
1
Research Consortium Budget Decrease
2
Reduce Teaching and Learning Support
1
Eliminate Departments
1
Utility Savings through Changes to Climate Controls
and Grants)
4
1
2
User Fees - New or Increased Fees
Redirect Salaries to Non-State Funded Accounts (e.g., Tuition
2
3
2
4
1
3
2
3
2
3
1
2
1
2
1
1
2
1
1
2
1
1
1
1
1
Reduce Fringe Benefits for SFI
1
1
1
1
Reduce or Eliminate Rentals or Leases
1
1
1
1
Redirect Salaries to Non-State Funded Accounts
1
1
1
Implementation of Sallie Mae Tuition Pay
1
1
Reduce Supplement Health Insurance for Graduate Students
1
1
Reduce Quality Improvement Programs
18
1
1
Eliminate Telephone Services
1
1
To reach the last two percent of the six percent budget reduction mandated, most
institutions choose to reduce employment costs, recognizing that these comprise a substantial
component of budgets in higher education. Twenty-nine of the 35 universities or colleges choose
to eliminate positions, typically doing so by not filling vacated positions, whether through
retirement or voluntary departure. Seven institutions decided to layoff people. Eleven USG
universities or colleges temporarily delayed replacing members of the faculty and staff in order to
absorb compensation dollars. Several institutions planned to replace more expensive senior
faculty members who leave voluntarily with more cheaper junior, contract, shared, or part-time
faculty members. Eight institutions planned to increase the use of part-time, contract, or
temporary faculty members.
Facility costs are also a large budget item for higher education institutions, and thus a
logical area for budget cuts. Twenty-nine universities or colleges cut their operating, equipment,
or information technology budgets. Thirteen choose to defer maintenance. Fifteen institutions
reduced facility hours, saving utility and operating costs. In theory, many of the actions taken by
universities during budget cutbacks are done to avoid employee opposition and conflict (Hardy,
1996). Facility cuts may be appealing here, given they have less of a direct impact than do
furloughs. However, substantial budget cuts, as here, can require difficult decisions. And rather
than making thoughtful strategic choices, institutions are often forced to quickly make unpopular
cuts.
Since phasing out programs or reducing faculty takes time, cutting budgets in the shortterm usually necessitates reducing the operating budget, which does not typically include
personnel, but instead is comprised of items required for day-to-day operations, such as
stationary, printing, travel, contracts, and equipment leases (Rubin, 1980). Twenty-six institutions
reduced travel budgets. Such cuts are more symbolic, as travel is a relative modest portion of the
overall budget. Some institutions were able to cushion the extent of the cutbacks through good
financial management. Five institutions held contingency funds carried over from previous years
19
in anticipation of cutbacks, and some can use investment income or auxiliary funds to offset
reductions. Others instituted new user fees or began passing on charges that were previously
absorbed, such as credit card user fees. Nine simply imposed across-the-board cuts.
Despite the difficulties of restructuring and reorganizing programs or departments,
several institutions have made such reductions. Like cuts in personnel and facilities, these may
have an impact upon their longer-term positioning and strategies. Nine institutions have chosen
to restructure or merge programs or departments to reduce costs. Seven institutions are delaying
planned program expansions or restricting summer school courses offerings or schedules.
Fourteen institutions choose to reduce their library acquisition budgets.
Table 4 summarizes the differences among institution types in the types of cuts they made
as a percentage of their budget. The USG provided the institutions with a list of all possible areas
to cut and asked them to check off those they would employ, including the amount of the
reduction proposed in that category. Here, we grouped the USG categories into nine areas:
personnel, instructional, facilities and equipment, faculty and research support, financial
management, across-the-board cuts, students support and recruitment, reallocation of state
funded activity to other accounts, and efficiency savings and process improvement. In doing so,
we come as close as possible in addressing our primary research question: How are institutional
aspirations and strategies toward attempting to realize them reflected in the budget cuts?
Table 4:
Average Percentage of Budget
Cuts by Category and Institution Type
Research
Universities
Regional
Universities
State
Universities
State
Colleges
Two Year
Colleges
Personnel
78.6%
85.1%
56.9%
61.2%
62.4%
Instructional
3.0%
3.9%
4.1%
8.8%
1.5%
Facilities and Equipment
7.3%
4.1%
20.5%
15.1%
17.7%
Faculty and Research
Support
3.8%
6.2%
3.3%
6.9%
5.2%
Financial Management
4.4%
5.9%
7.1%
8.6%
Budget Category
Across-the-Board Cuts
20
2.0%
Student Support and
Recruitment
0.9%
0.7%
Reallocation of State Funded
Activity to Other Accounts
Efficiency Savings or
Process Improvements
Total
1.9%
100.0%
100.0%
1.5%
0.8%
3.0%
4.5%
1.0%
1.3%
0.7%
100.0%
100.0%
100.0%
Personnel expenses comprise the largest portion of the budget at most higher education
institutions, so it is not unexpected that the area would take a large portion of any budget cuts
across USG institution types. Possibilities for these reductions include faculty and staff furloughs,
eliminating positions, layoffs, and reducing benefits.3 Research and regional universities
proposed the largest of their budget cuts in personnel category, thus concentrating reductions
here – 78.6 percent and 85.1 percent, respectively. The other institution types – state
universities, state colleges, and two-year colleges – have much smaller budgets, spreading
reductions more across areas, and averaging around 60 percent in personnel budgets. The other
primary difference between the six research and regional universities and other institution types is
in facilities, with the former proposing single digit reductions, as opposed to cuts in the 15-20
percent range. Possibilities in facilities and equipment cuts include: deferring maintenance,
reducing equipment or IT budgets, and reducing operating hours or services.
Research and regional universities employ facilities strategically, including in advancing
research and attracting the most accomplished students. The look and feel of a national or
regional campus is important in the latter. Even with the recent expansion of recruitment at state
3
Again referring to Table 4, possibilities for instructional cuts include: program delays, summer
school restrictions, reduced course and program offerings, merging departments, and closing
educational centers. Faculty and research support cuts can include: travel budgets, library
acquisitions, and teaching and research support. Across-the-board cuts are overall reductions to
each department or to institution-wide programs, such as institutional research or quality
improvement programs. Student support and recruitment reductions can include reducing
student support services – such as tutoring, retention programs, career services, and initiation or
orientation programs – as well as reductions to marketing or recruitment budgets. The
reallocation to other accounts of state funded personnel and programs involve transferring line
items from state-appropriated portions of institutional budget to non-state-supported areas.
Finally, efficiency savings or process improvements are efficiencies identified or expected by the
institution.
21
universities and state colleges, local institutions rely primarily on proximity in attracting students.
But speculating here is uncertain, at best. Only qualitative data is likely to get to motive, really
connecting budget cuts with institutional aspirations. It is also interesting to consider how these
more local institutions focus predominantly or exclusively on the instruction mission. While
relying less on personnel cuts, the state colleges proposed more reductions to instructional
activities and student support (8.8 percent) than did institutions of other types. Such cuts suggest
the limited options before the USG institutions, as they are related in such a direct manner to
mission. Two-year colleges made the least cuts in this area among the different types of
institutions, proposing only 1.5 percent reductions. Again, these might be productive areas to
explore qualitatively – did institutions most removed from the reputation arms race more fully
consider mission in making budget cuts or were the reductions so severe that they had no choice,
as with the state colleges, but to cut in areas such as instruction?
State universities, state colleges, and two-year colleges also made more use of financial
management than did research and regional universities. Possibilities for financial management
cuts include: using contingency funds built up during other years, charging new user fees, using
auxiliary or athletic income, or implementing new financial management or accounting
procedures. Such results are perhaps surprising, as universities have greater depth in personnel
responsible for finance and administration. But the explanation may be that the user fees or
accounting techniques proposed are already in place at research and regional universities. It
may also be, especially in Georgia, where tuition is quite low relative to other state flagships,
institutions like Georgia and Georgia Tech can support higher fees. Furthermore, most
institutions do not expect to realize efficiency gains. Of the few institutions that do, there is an
expectation of being able to get at least 5 percent of budget reductions through savings realized
by process improvements and efficiencies, though these are never explicitly identified.
Furthermore, across all 35 institutions, the average dollar cut proposed per student is
$530 with the expected 8 percent cut. However, this ranges from a high of $1,709 at research
universities to a low of $266 at two-year colleges. It is $383 at regional universities, $387 at state
universities, and $473 at state colleges. Thus, the impact of the reductions on students may be
22
different at the different types of institutions, with those at the research universities feeling the
brunt of it. The fact that research universities can mitigate such impacts through raising funds
other than those appropriated by the state may prove helpful here.
Similarly, not all of the cuts will impact the institutions or their aspirations the same. For
instance, four institutions have proposed additional furlough days, further reducing salaries.
While most employees will absorb the cuts, more mobile employees may be encouraged to seek
alternative employment, causing a loss of talent at the institution. Unfortunately, these effects of
these actions are generally realized over the longer-term and thus are more difficult to directly
connect to the cuts. Nevertheless, they undermine the prestige and aspiration of the institutions
in the long run. Prestige is typically associated with customer expectations and perceptions of
high-quality service (Brewer et al, 2002). It is not necessarily tangible or definable, but it is
certainly real.
Finally, there is variation among institutions within particular classification. This suggests
that management, leadership, and discretion influence in how universities and colleges make
reductions and their impact on an institution. For instance, two-year colleges make an average of
62.4 percent of their cuts in personnel, ranging from a low of 33.4 percent to a high of 100
percent. In other words, institutions make and mitigate the impact of the budget cuts in different
ways, even given the common core values established by the Board of Regents for each type of
institution.
Conclusions and Implications
We find some, but quite limited, given the nature of the quantitative data available, support
for the proposition that institutions are making cuts strategically – reducing spending in alignment
with their stated broad aspirations. Institutions are cutting the state-supported component of their
budgets primarily through furloughs, eliminating positions, layoffs, and reducing benefits. They
are also, more symbolically, reducing discretionary operating expenses, such as faculty travel
and library subscriptions, and more local institutions are also proposing reductions in facilities and
equipment. There are differences between institution types, with personnel being around 80
23
percent of cuts at the six research and regional universities with limited facilities cuts, while the
mix is more like 60-15 or 60-20 between personnel and facilities at other institution types. The
financial data are only suggestive in addressing our research question of how institutional
aspirations and strategies toward attempting to realize them are reflected in the budget cuts. But
these data inform going into the field and inquiring through interviews about motives in submitting
budget reduction plans.
Personnel cuts are often not, by nature, strategic. Furloughs are essentially to across-theboard cuts, with institutions applying them to all faculty and staff. Unfilled positions are based on
chance – someone retiring or leaving for another institution – rather than on strategic planning or
program assessments. Even though institutions routinely generate applicable data though
institutional research offices and institutional effectiveness efforts, including as charged to do so
by state and other accountability initiatives, the personnel reductions suggest that they do not
appear to be employing it in making decisions. So, institutions, in concentrating reductions in
personnel – again, in the 80 percent range at the largest institutions – are not taking advantage of
opportunities for "right sizing," but instead simply cutting based on convenience. It would be
interesting to know whether with the few faculty hires they are making, if institutions across types
are focusing on academic areas that they have been building. Additionally, with another cycle of
budget cutback looming in FY 2011, institutions are likely going to have to consider layoffs, but
have thus far stressed protecting employees, both those administrative positions. Also, with
reductions in full-time faculty, the instructional load is shifting from permanent faculty to temporary
instructors, including graduate assistants at research universities, consistent with national trends
(Slaughter and Rhoades, 2005). Furthermore, as institutions have slowed all hiring, are research
universities, especially, less able to make the noteworthy faculty hires that are so central to
advancing institutional aspirations?
Institutions do not appear, at least to the extent we can discern from the financial data, to
have scaled back their aggressive recruitment of the most accomplished students, reducing
student support and recruiting by around only one percent (three percent in the two-year sector).
The entering characteristics of undergraduate students are a prominent variable in most
24
institutional ranking schemes, as is endowment size and research funding. Georgia institutions
have an advantage here in that tuition is free through the HOPE scholarship program for entering
students who earn a B average or better in high school. But will the economic slowdown reduce
the state lottery revenues that fund HOPE? HOPE has contributed to the robust competition for
accomplished students among Georgia institutions, providing them with a significant advantage
over private and out-of-state options. It is reasonable to speculate that institutions across
Georgia, interested as they are in increasing their reputation, will continue to build facilities
associated with attracting students, such as residence halls and student centers. These have a
revenue stream and can be financed apart from the state budget through either debt or student
fees. Similarly, institutions focused on accomplished students may well feel compelled to
continue to construct instructional and research facilities, not wanting to slow progress either in
student recruiting or research capacity, both of which they see as drivers of prestige and
resources (Ehrenberg, 2002; Geiger, 2004).
Furthermore, a significant challenge, particularly at the Georgia research universities, is in
the severe decline in endowment income, with several of the funds that support specific faculty or
scholarships "upside down." Universities and colleges are appealing for new private funds simply
to replace these lost endowment payouts, which is hardly advancing the common institutional
ambition of growing endowments. Especially given the severe decline in endowment income, will
the market for noteworthy faculty be less robust? Once again, with the hires that the do make,
will universities and colleges focus on the academic areas that they have been building, thus
acting more strategically than across-the-board cuts in discretionary spending? Will construction
spending, especially on projects such as residences that have a revenue stream attached,
continue at its current pace? Finally, will wealthier, more prestigious institutions suffer less – or
more – especially given their reliance on endowment income?
Georgia institutions have only been able to raise tuition somewhat, given that doing so
passes along some costs to the state, which funds HOPE. The $100 emergency fee, apart from
HOPE, charged by the four research universities in the Spring, 2009 semester, is an illustration of
just how little is possible. Institutions are also tapping into auxiliary services in their attempt to
25
overcome budget shortfalls, asking areas such as housing and even athletics (at the University of
Georgia where the program runs a surplus) to contribute to the general fund. Some investments
apart from state appropriations continue. Athletics is an interesting illustration, with private
support enabling growth, as with a new Division I football program at Georgia State. But there
are cutbacks in annual subsidies to athletics by institutions, paralleling (but not exceeding, as yet)
those across campus. Another alternative revenue source, fund raising, has been a particular
challenge, with donors less able and willing to give during a weak economy and various endowed
funds without the proceeds to cover them. Still, the public universities in Georgia have not
experienced budget crises to the same degree as at the elite private research universities, who
have taken loans of sometimes $1 billion to meet budget obligations previously covered by
endowment income. (One lesson of the recent months is that relying on endowment payout to
cover regular operating expenses, including in instruction, can be perilous.)
Assuming that public universities and colleges in Georgia are not backing away from their
aspirations, particularly the pursuit of more accomplished students at leading institutions, a
disturbing question arises. Are they offering those they recruit a diminished product, as
instructional budgets decline, moving increasingly away from having faculty in tenure significant
positions in undergraduate classrooms? Is there a tipping point here, where institutional
strategies toward increasing temporary faculty that have only accelerated with the financial crisis
have an impact on institutional prestige? Instruction is pretty much a black box for prospective
students and their parents, who are usually unaware of specifics related to who is teaching a
given course. But the cutbacks have predominantly come from instruction, if factoring in
instructional personnel – and ten percent annual cutbacks can take their toll (as the experience in
Florida over the past few years demonstrates). Also, at a certain point, leading faculty begin to
consider their options, further diminishing the capacity of a university or college.
Perhaps most disappointing, but not surprising, really, is that institutions are not using the
budget crisis to enhance efficiency. For instance, administrative positions in higher education
have increased dramatically over the past three decades, but the idea of "right sizing" here does
not appear to be on the table, given layoffs have not been used except at a handful of institutions.
26
(In contrast, Emory University, a private, has had several rounds of layoffs.) Funding reductions,
ideally, would be carefully considered, supported by the voluminous data that U.S. institutions
regularly collect, with low-priority or less effective positions and programs downsized or abolished
(Levine and Rubin, 1980). That Georgia institutions are resorting to across-the-board cutbacks,
in effect, may be attributable to the rapidity with which the recession came, putting states and
institutions into reactive mode. Although, fiscal crises are common in higher education (Birnbaum
and Shushok, 2001), few saw the present global economic crisis coming.
But the response is also connected with the unwillingness of administrators to make hard
decisions, and that institutional effectiveness efforts are often more about complying with
paperwork requirements and less about supporting decisions, including strategic ones. Similarly,
strategic plans are rarely so robust that institutions turn to them to guide decisions such as those
required with the recent budget cutbacks. Will the budget crisis prompt institutions to reconsider
their visions from, almost reflexively, seeking to "move to the next level" toward more realistic and
broadly productive strategic directions? Are institutions allocating resources to these positioning
initiatives and perhaps away from other important institutional commitments? The greatest
opportunities for significant change often come during crisis. Thus far, USG institutions are not
realizing the unusual chances before them.
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Appendix A
Summary of Interview Questions
In the interviews with the presidents, we began each by asking about the aspirations for
the institution he or she has defined and regularly articulates. We then explored how important it
is for the institution to be perceived to be moving toward greater prestige; what are its points of
reference relative to prestige; and how aware the presidents and campuses generally are of what
is going on at their peer and aspirational institutions, as well as with their local competitors. We
also questioned the presidents about what constitutes prestige at an institution such as theirs;
what various constituents perceive that enhanced prestige brings to an institution; and how
readily they can express their aspirations for the institution to various audiences, both internal and
external. Having explored ambitions, we moved to strategies, asking what moves the institution
has made on its academic side to enhance prestige, such as attracting notable faculty and more
accomplished students,4 suggesting several more specific possibilities: (1) launching or
enhancing honors programs, innovative or unusual academic programs, study abroad programs,
and service learning efforts; (2) expanding graduate education and increasing research, including
grants and contracts, and developing centers and institutes or moving into “cutting edge”
academic fields, especially interdisciplinary ones; (3) investing in university presses, national
conferences, international initiatives, and the like; (4) entering into consortia with other
institutions. We also asked the presidents to discuss strategies they are employing on the
“collegiate” side of the university or college, such as enhancing campus amenities like housing,
dining, fitness, and shopping – and how athletics serves these strategic ends.
Finally, we shifted to broader insights, asking each president about what strategies his or
her institution has had the most success with; how they measure such success and whether
these measures are satisfying; whether their strategic approach has served to differentiate the
institution from others, particularly competitors or aspirational institutions, or if their institution has
become more like others; and what the risks are of positioning for prestige, including increased
4
The primary variables in prestige rankings are typically: (1) an institution’s selectivity in enrolling
its freshman class each year and its retention and graduation rates; (2) its fundraising strength,
measured by annual totals and its endowment; and (3) its research funding, particularly federal
grants.
32
external control, need for funds, alienation for traditional constituencies, and, ultimately, overall
expectations. We concluded by asking why he or she thinks positioning for prestige is such a
necessity – an obsession, really – across much of American higher education; whether it is
realistic to opt out, saying, in effect, “we are doing fine and should relax;” whether, if there are
winners in the pursuit of prestige, must there be losers; and whether positioning for prestige is not
only inevitable, but also advantageous, making U.S. higher education and individual institutions
more dynamic.5
5
The interview protocol evolved, though not markedly, from the beginning of the campus visits to
the end – a roughly four-month period. Given we began analyzing the data as we were collecting
it, the final interview protocol approximates the categories we use in organizing our findings.
33
Action
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
1
Abraham
Baldwin
Agricultural
College
State College
1
Level cut
Totals
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facult
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
35
1
20
7
3
2
5
2
4
1
5
2
4
6
1
18
7
5
21
2
9
5
7
4
1
0
1
4
7
1
2
5
2
1
1
1
2
1
35
1
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facult
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
2
24
8
3
0
3
3
2
1
0
1
2
2
1
1
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
6%
6%
6%
6%
6%
6%
6%
6%
13
7
10
21
0
6
5
6
1
1
Utility savings through changes to climate controls
6%
1
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
6%
6%
6%
6%
6%
6%
6%
5
7
2
1
7
1
3
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
6%
6%
6%
1
1
1
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
6%
6%
6%
6%
1
1
1
1
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facult
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
8%
8%
8%
8%
8%
8%
8%
8%
3
18
4
2
1
2
4
3
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
8%
8%
8%
8%
2
1
2
3
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
8%
8%
8%
8%
8%
8%
8%
8%
10
9
8
14
2
5
2
2
Replace security services with electronic monitoring
8%
1
1
2
Albany State
University
3
Armstrong
Atlantic State
University
4
Atlanta
Metropolitan
College
5
Augusta State
University
6
Bainbridge
College
7
Clayton State
University
8
College of
Coastal
Georgia
State University State University Two Year CollegState University Two Year CollegState University State College
1
1
1
1
1
1
1
1
1
1
1
1
9
Columbus
State
University
10
Dalton State
College
State University State College
1
1
1
11
12
Darton College East Georgia
College
13
Fort Valley
State
University
14
Gainesville
State College
Two Year CollegTwo Year CollegState University State College
1
1
1
1
15
16
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
1
1
1
1
1
1
1
1
1
1
1
1
1
17
Georgia
Highlands
College
18
Georgia Institute
of Technology
19
Georgia
Perimeter
College
20
Georgia
Southern
University
21
22
23
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
24
Kennesaw
State
University
25
Macon State
College
State University State College
1
1
1
1
26
Medical
College of
Georgia
27
28
29
30
31
32
33
34
35
Waycross
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
College
College &
University
College
State
College
Polytechnic
Georgia
West Georgia
State
University
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year College
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
60
61
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
3
6
6
3
2
2
2
2
1
1
1
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Reduce quality improvement programs
Eliminate phone services
8%
8%
8%
8%
1
1
1
1
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
Totals
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention programs, career services)
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
1
1
3
0
0
0
0
0
1
0
1
1
0
1
0
3
3
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
3
0
0
0
0
0
0
0
0
0
0
0
0
3
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
3
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
3
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
1
1
1
0
1
0
1
0
0
0
0
0
2
0
1
0
0
2
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
0
1
1
0
1
0
1
1
0
0
1
2
2
1
0
0
0
1
1
0
0
0
0
1
0
1
1
0
0
0
0
0
0
1
0
0
1
0
0
0
1
0
2
1
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
2
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
2
0
0
0
0
1
0
2
0
0
0
1
0
1
0
1
1
0
0
1
1
1
0
2
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
1
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
3
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
2
0
0
0
0
0
0
0
0
0
0
0
1
1
2
2
0
1
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
1
0
1
0
0
0
0
0
0
0
0
1
1
0
2
0
0
3
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
1
0
3
0
0
2
0
2
0
0
0
0
0
0
0
3
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
1
1
0
1
0
1
0
0
1
0
1
1
0
1
0
2
0
1
1
0
0
0
3
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
0
0
0
1
0
0
0
0
2
1
2
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
0
1
0
0
0
0
0
2
0
0
2
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
2
0
0
2
0
0
1
0
1
1
0
2
2
3
3
0
1
0
1
1
0
0
0
0
3
3
0
0
1
3
1
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
2
1
0
1
2
0
0
0
0
0
0
1
1
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
2
2
0
0
1
0
0
0
0
0
0
0
1
1
2
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
1
1
1
2
0
1
2
0
0
0
0
0
0
0
0
2
0
1
2
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
3
0
0
1
0
0
0
0
0
0
1
3
3
0
0
0
0
1
0
0
1
0
0
0
0
1
0
0
1
0
3
0
2
1
0
0
0
0
1
0
1
1
1
2
0
0
3
3
1
0
0
0
0
0
0
1
0
0
3
0
0
1
0
0
0
0
0
0
0
0
0
0
2
0
1
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
0
0
0
0
0
0
0
2
0
0
3
0
0
0
0
0
0
0
0
3
0
0
0
3
0
0
0
0
1
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
1
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
3
0
0
0
1
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
3
0
1
0
0
0
0
0
0
0
0
0
0
3
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
3
0
0
2
0
0
0
0
0
2
0
0
0
2
1
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
1
0
0
0
0
0
0
0
0
1
0
1
0
0
1
0
1
0
0
0
0
0
0
0
1
1
0
0
2
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
2
0
0
0
0
0
0
0
0
0
0
1
1
0
3
1
0
2
1
0
1
0
0
0
2
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
0
1
0
3
0
0
0
0
2
0
0
0
0
3
0
0
3
3
3
3
0
1
0
0
0
0
1
0
0
3
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
3
0
0
0
0
0
0
0
1
0
1
1
0
3
2
1
2
0
1
0
3
0
0
0
0
0
2
0
1
0
0
0
1
0
0
0
1
2
0
0
1
0
0
1
0
3
2
0
0
2
0
1
0
0
0
0
1
0
1
1
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
2
0
0
0
0
0
0
0
0
0
1
0
0
2
2
2
2
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
2
3
4
5
6
Totals
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
1
1
1
0
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
1
0
0
1
1
1
1
0
1
1
0
0
1
0
0
1
0
1
1
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
0
1
0
0
1
0
1
0
1
0
1
0
0
0
0
0
1
0
1
0
0
1
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
0
1
0
1
0
0
0
0
0
1
0
1
1
1
0
1
1
1
1
0
1
1
1
1
0
0
0
1
0
0
1
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
1
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
0
0
1
0
1
0
1
0
1
0
1
0
1
1
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
1
0
0
1
0
1
0
0
0
35
4
29
11
5
3
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention programs, career s
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
Totals
8
7
7
2
7
4
6
9
1
26
14
13
29
4
15
5
12
4
2
1
1
6
12
7
5
9
4
3
3
1
2
1
35
2
1
1
1
1
1
0
0
1
0
1
1
0
1
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
1
0
1
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
1
0
1
0
1
1
0
0
1
1
1
1
0
0
0
1
1
0
0
0
0
1
0
1
1
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
1
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
1
0
0
0
0
1
0
1
0
1
1
0
0
1
1
1
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
1
1
0
1
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
1
0
1
0
0
1
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
1
0
1
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
1
0
0
1
0
1
1
0
1
0
1
0
1
1
0
0
0
1
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
1
0
1
1
0
1
1
1
1
0
1
0
1
1
0
0
0
0
1
1
0
0
1
1
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
0
1
1
0
0
0
0
0
0
1
1
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
1
1
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
1
1
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
1
0
0
1
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
1
0
0
1
0
1
0
1
1
0
0
0
0
1
0
1
1
1
1
0
0
1
1
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
1
0
0
1
0
0
0
0
0
1
0
0
0
1
1
0
0
0
0
0
1
0
0
0
0
1
1
0
0
0
0
0
0
0
1
0
1
0
0
1
0
1
0
0
0
0
0
0
0
1
1
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
1
1
0
1
1
0
1
0
0
0
1
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
0
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$68,520,234
$81,574,452
$23,048,501
$69,682,599
$24,937,274
$77,160,680
$29,002,450
$92,523,621
$38,328,003
$38,545,413
$18,224,556
$75,871,729
$58,567,349
$100,853,165
$43,417,781
$29,526,272
$1,029,083,687
$150,800,874
$254,285,433
$40,152,001
$616,140,855
$38,866,862
$246,630,494
$51,020,967
$632,550,307
$46,521,162
$70,977,629
$66,121,168
$21,352,172
$62,384,112
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1,195,832
$340,000
$112,000
$259,705
$481,000
$0
$1
$658,744
$0
$1
$161,548
$0
$1
$386,611
$0
$1
$300,144
$0
$1
$6,468,000
$0
$1
$1,600,000
$0
$0
$2,642,700
$0
$1
$480,000
$0
$1
$600,000
$0
$1
$470,181
$0
$0
$125,000
$0
$1
$0
$0
$1
$0
$1
$0
$0
$0
$0
$0
$1
$1
$596,976
$0
$1
$45,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$1
$0
$1
$0
$0
$0
$0
$1
$0
$0
$0
$1
$1
$0
$0
$1
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$1
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$33,750
$0
$0
$181,907
$0
$21,312
$0
$0
$0
$0
$0
$0
$0
$486,903
$0
$3,500
$500
$5,000
$20,000
$0
$15,000
$350,000
$0
$352,093
$0
$0
$750,000
$215,000
$235,000
$0
$184,899
$0
$0
$178,024
$0
$100,000
$100,000
$1,016,996
$286,165
$0
$376,506
$200,000
$500,000
$0
$0
$30,000
$0
$181,949
$0
$0
$197,000
$0
$0
$2,201,451
$0
$195,000
$0
$0
$5,213,344
$0
$65,750
$0
$0
$100,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$98,428
$0
$25,000
$0
$0
$1,374,541
$0
$0
$0
$0
$1
$0
$0
$1
$0
$1
$1
$0
$0
$1
$1
$1,119,059
$0
$0
$1
$0
$0
$0
$37,500
$0
$60,000
$0
$0
$160,000
$0
$43,964
$0
$0
$346,927
$0
$0
$33,803
$50,000
$223,481
$0
$5,000
$0
$1
Maybe
$0
$1,050,000
$700,000
$1,300,000
$1,754,995
$0
$0
$0
$0
$250,000
$250,000
$0
x
$0
$0
$0
$0
$187,653
$0
$0
$0
$0
$0
$0
$0
$80,000
$0
$27,173
$0
$0
$410,599
$0
$0
$90,000
$0
$0
$988,087
$0
$67,000
$0
$16,036
$0
$0
$100,000
$0
$1
$18,000
$0
$0
$0
$0
$320,010
$0
$0
$0
$0
$220,989
$200,000
$1
$0
$0
$388,870
$0
$0
$0
$0
$0
$0
$150,000
$0
$0
$0
$209,000
$0
$0
$0
$0
$0
$0
$0
$1
$1,135,695
$0
$0
$0
$0
$0
$0
$1
$0
$100,000
$0
$1
$125,000
$0
$40,000
$1
$111,245
$50,000
$0
$176,122
$65,000
$1
$0
$0
$0
$32,849
$57,849
$0
$25,000
$25,000
$98,428
$45,000
$50,000
$0
$0
$0
$75,000
$0
$0
$0
$397,000
$0
$0
$2,207,857
$0
$1
$679,832
$0
$295,256
$0
$1
$0
$325,000
$0
$0
$363,500
$0
$1,668,588
$0
$1
$0
$282,653
$1
$1
$59,364
$0
$4,605,456
$1
$1
$0
$491,286
$0
$1
$144,000
$1
$990,000
$0
$1
$0
$122,076
$0
$0
$302,848
$0
$480,000
$0
$0
$0
$301,590
$0
$1
$60,000
$0
$334,872
$0
$1
$0
$652,187
$0
$0
$49,814
$0
$145,000
$1
$1
$106,000
$1
$0
$82,000
$1
$286,000
$0
$1
$0
$141,886
$1
$1
$104,000
$0
$126,866
$0
$1
$855,500
$0
$1
$0
$700,000
$0
$1
$92,455
$0
$0
$1
$286,000
$0
$1
$75,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$66,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$20,000
$0
$0
$0
$0
$0
$10,000
$0
$1
$0
$0
$0
$0
$0
$0
$1
$0
$71,123
$0
$0
$10,000
$0
$0
$92,571
$0
$0
$0
$0
$0
$5,000
$0
$0
$1,800
$0
$0
$0
$0
$0
$0
$1
$0
$0
$20,000
$0
$0
$20,000
$1
$0
$0
$0
$1
$0
$0
$0
$0
$0
$96,340
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$150,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$25,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$31,000
$0
$346,864
$0
$0
$0
$172,500
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$1
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$100,000
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$20,000
$0
$0
$50,000
$200,000
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$574,917
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$200,000
$0
$0
$100,000
$300,000
$1
$0
$0
$0
$0
$0
$0
$385,000
$1
$0
$0
$0
$0
$150,000
$750,000
$0
$0
$0
$0
$0
$0
$75,000
$0
$30,000
$1
$0
$15,000
$0
$0
$10,000
$75,000
$1
$445,267
$0
$0
$0
$0
$0
$0
$1
$0
$0
$1
$0
$0
$0
$0
$400,000
$32,016
$0
$0
$0
$0
$1
$24,000
$1
$1
$1
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$1
$1
$37,517,510
0.91%
0.30%
0.69%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.09%
0.15%
0.00%
0.07%
0.07%
0.26%
0.12%
0.13%
0.00%
0.00%
0.00%
0.00%
0.20%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.20%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$68,520,234
0.70%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.13%
0.00%
0.00%
1.44%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$81,574,452
0.81%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.39%
0.00%
0.00%
0.00%
0.00%
0.27%
0.25%
0.00%
0.00%
0.00%
0.00%
0.00%
0.08%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$23,048,501
0.70%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$69,682,599
1.00%
0.00%
0.00%
0.13%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.36%
0.36%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$24,937,274
0.57%
0.00%
0.00%
0.42%
0.00%
0.51%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.27%
0.00%
0.06%
0.00%
0.00%
0.40%
0.00%
0.00%
0.00%
0.08%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$77,160,680
0.85%
0.00%
0.00%
0.06%
0.00%
0.19%
0.00%
0.00%
0.14%
0.00%
0.00%
0.11%
0.00%
0.00%
0.00%
0.04%
0.06%
0.29%
0.00%
0.01%
0.00%
0.00%
0.04%
0.00%
0.00%
0.02%
0.00%
0.00%
0.01%
0.10%
0.00%
0.58%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$29,002,450
1.04%
0.00%
0.00%
0.21%
0.00%
0.00%
0.00%
0.00%
0.26%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.12%
0.00%
0.00%
0.63%
0.00%
0.00%
0.00%
0.03%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$92,523,621
0.92%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.02%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$38,328,003
0.75%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.26%
0.00%
0.00%
0.33%
0.00%
0.10%
0.00%
0.29%
0.13%
0.00%
0.46%
0.17%
0.00%
0.00%
0.19%
0.00%
0.00%
0.03%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$38,545,413
0.87%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
1.26%
0.00%
0.00%
0.00%
0.24%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$18,224,556
0.67%
0.00%
0.00%
1.66%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.02%
0.00%
0.03%
0.11%
0.00%
0.00%
0.00%
0.03%
0.00%
0.00%
0.01%
0.00%
0.00%
0.00%
0.17%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$75,871,729
0.65%
0.00%
0.00%
0.19%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.02%
0.46%
0.00%
0.46%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.46%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$58,567,349
0.82%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.14%
0.00%
0.05%
0.00%
0.00%
0.70%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.03%
0.00%
0.00%
0.03%
0.00%
0.00%
0.98%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$100,853,165
0.98%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.00%
0.00%
0.00%
0.00%
0.19%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$43,417,781
0.89%
0.00%
0.00%
0.00%
0.00%
0.91%
0.00%
0.00%
0.00%
0.00%
0.00%
0.35%
0.00%
0.00%
0.00%
0.00%
1.73%
0.50%
0.54%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.22%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$29,526,272
1.02%
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0.00%
0.00%
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0.00%
0.00%
0.00%
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0.63%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
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0.34%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$1,029,083,687
0.63%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
#VALUE!
0.00%
0.10%
0.07%
0.13%
0.17%
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0.00%
0.00%
0.04%
0.00%
0.00%
0.00%
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$150,800,874
1.06%
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0.13%
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$38,866,862
0.84%
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0.94%
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0.00%
0.00%
0.00%
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0.00%
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0.00%
$246,630,494
0.68%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
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0.00%
2.11%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
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0.00%
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0.00%
0.00%
0.00%
0.00%
0.00%
$51,020,967
0.94%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.13%
0.00%
0.00%
0.20%
0.00%
0.00%
0.56%
0.00%
0.00%
0.00%
0.29%
0.00%
0.00%
0.00%
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0.00%
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0.00%
0.00%
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0.00%
$632,550,307
0.35%
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0.00%
0.11%
0.00%
0.00%
0.00%
0.00%
0.18%
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$46,521,162
0.63%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.45%
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0.00%
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0.00%
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0.00%
0.21%
0.00%
0.00%
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$70,977,629
0.85%
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0.00%
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1.94%
0.00%
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0.56%
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0.00%
0.00%
0.00%
0.00%
0.03%
0.00%
0.00%
0.00%
0.00%
0.00%
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0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
A
A
A
A
A
A
A
A
B
G
B
B
B
B
B
E
B
C
C
F
C
F
H
A
C
C
A
I
H
D
D
G
J
D
B
A
E
F
A
B
I
F
A
G
C
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention programs, career services)
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
A
A
A
A
A
A
A
A
B
G
B
B
B
B
B
E
B
C
C
F
C
F
H
A
C
C
A
I
H
D
D
G
J
D
B
A
E
F
A
B
I
F
A
G
C
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
Totals
Budget
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention programs, career services)
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
$0
$0
$1
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
$60,000
$0
$97,194
$0
$0
$0
$1
$0
$0
$1
$0
$0
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$64,843
$1
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$320,000
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$0
$50,000
$530,000
$1
$34,026
$1
$1
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$0
$1
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$0
$0
$0
$0
$254,285,433
1.04%
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0.00%
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0.00%
0.00%
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$40,152,001
0.70%
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$616,140,855
0.75%
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$0
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$35,000
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$3,582,000
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$35,000
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$216,039
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$66,121,168
0.71%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
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0.00%
0.00%
0.24%
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0.52%
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0.00%
0.00%
0.03%
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0.00%
0.08%
0.30%
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0.00%
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0.00%
$21,352,172
0.59%
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0.00%
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0.25%
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$62,384,112
0.96%
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$168,993,495
0.63%
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0.06%
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$8,293,142
0.91%
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$1
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$1,149,539,821 $138,303,054
$1,149,539,821 $138,303,054
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0.00%
0.00%
0.00%
0.00%
0.05%
0.00%
0.00%
0.00%
0.00%
0.00%
0.01%
0.02%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
$0
$0
$0
$0
$0
$0
$0
$1
$0
$0
$0
$0
$0
$0
Action
Totals
Totals
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
Sum of cuts
A
A
A
A
A
A
A
A
B
G
B
B
B
B
B
E
E
C
C
F
C
F
H
A
C
C
A
I
H
F
F
G
J
F
B
A
E
F
A
B
I
F
A
G
C
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
Mandatory six day furlough
Additional furlough days
Eliminate positions
Delay hiring or filling positions
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Faculty Support reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention programs, career serv
Health Plan - promote or increase high deductible enrollment
Replace security services
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Faculty, teaching and learning support reduced
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
Action
Totals
Totals
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
Sum of cuts
A
A
A
A
A
A
A
A
A
A
A
A
A
B
B
B
B
B
B
B
C
C
C
C
C
C
E
E
E
E
E
F
F
F
F
F
F
F
G
G
H
H
I
I
J
1
2
3
4
5
6
7
8
24
27
36
39
52
9
11
12
13
14
15
35
18
19
21
25
26
61
16
10
40
17
37
20
22
30
31
34
38
51
32
60
23
29
28
50
33
Mandatory six day furlough
Additional furlough days
Eliminate positions
Delay hiring or filling positions
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Health Plan - promote or increase high deductible enrollment
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce fringe benefits for SFI
Health and TRS Rate Increases
Reduce supplement health insurance for grad students
Personnel
Program expansion delays
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Close Centers
Instructional
Defer maintenance
Operating, equipment or IT budget reductions
Operating hours of services (e.g., library) reductions
Replace security services
Utility savings through changes to climate controls
Eliminate phone services
Facilities and equipment
Travel budgets reductions
Faculty Support reductions or restrictions
Faculty, teaching and learning support reduced
Library acquisition budget reductions
Research consortium budget decrease
Faculty and Research Support
Financial management (passing credit card fees to users)
Contingency funds (carry forward savings or funds)
Auxiliary or athletic funds
Investment Income
User Fees - new or increased fees
Reduce or eliminate rentals or leases
Implementation of Sallie Mae Tuition Pay
Financial Management
Across-the-board budget cuts
Reduce quality improvement programs
Across-the-Board cuts
9
11
12
13
14
4
Atlanta
Metropolitan
College
5
Augusta State
University
6
Bainbridge
College
7
Clayton State
University
8
College of
Coastal
Georgia
State University State University Two Year CollegState University Two Year CollegState University State College
9
Columbus
State
University
10
Dalton State
College
State University State College
11
12
Darton College East Georgia
College
13
Fort Valley
State
University
14
Gainesville
State College
Two Year CollegTwo Year CollegState University State College
15
16
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
24
Kennesaw
State
University
25
Macon State
College
State University State College
26
Medical
College of
Georgia
27
28
29
30
31
32
33
34
35
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
Waycross
Georgia
West Georgia
University
College
College
College &
State
College
Polytechnic
University
State
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year Colleg
$24,937,274
$432,552
$181,056
$131,896
$745,504
$0
$745,504
$77,160,680
$1,149,055
$501,267
$354,749
$2,005,071
$0
$2,005,071
$29,002,450
$640,980
$279,624
$197,890
$1,118,494
$0
$1,118,494
$92,523,621
$1,663,289
$728,800
$523,111
$2,915,200
$0
$2,915,200
$38,328,003
$657,245
$286,122
$201,123
$1,144,490
$0
$1,144,490
$38,545,413
$725,995
$316,712
$224,142
$1,266,849
$0
$1,266,849
$18,224,556
$287,514
$125,431
$88,779
$501,724
$0
$501,724
$75,871,729
$1,022,446
$446,864
$318,147
$1,787,457
$0
$1,787,457
$58,567,349
$924,185
$403,168
$285,336
$1,612,689
$0
$1,612,689
$100,853,165
$1,333,302
$666,651
$666,651
$2,666,604
$0
$2,666,604
$43,417,781
$1,517,679
$671,340
$496,340
$2,685,359
$0
$2,685,359
$29,526,272
$665,843
$294,230
$201,814
$1,161,887
$0
$1,161,887
$1,029,083,687
$10,756,188
$4,709,935
$3,373,617
$18,839,740
$0
$18,839,740
$150,800,874
$2,719,059
$1,186,166
$839,438
$4,744,663
$0
$4,744,663
$254,285,433
$4,033,521
$1,759,603
$1,245,288
$7,038,412
$0
$7,038,412
$40,152,001
$576,331
$251,421
$177,934
$1,005,686
$0
$1,005,686
$616,140,855
$8,714,798
$4,357,399
$4,357,399
$17,429,596
$0
$17,429,596
$38,866,862
$546,000
$240,000
$172,500
$958,500
$0
$958,500
$246,630,494
$3,882,433
$1,694,297
$1,200,462
$6,777,192
$0
$6,777,192
$51,020,967
$978,759
$426,983
$302,191
$1,707,933
$0
$1,707,933
$632,550,307
$7,412,534
$3,228,200
$2,272,069
$12,912,803
$0
$12,912,803
$46,521,162
$836,185
$366,488
$263,279
$1,465,952
$0
$1,465,952
$70,977,629
$1,176,548
$513,129
$362,839
$2,052,516
$0
$2,052,516
$66,121,168
$896,045
$392,682
$282,000
$1,570,727
$0
$1,570,727
$21,352,172
$361,270
$157,601
$111,533
$630,404
$0
$630,404
$62,384,112
$1,015,202
$442,873
$313,418
$1,771,493
$0
$1,771,493
$340,000
$112,000
$259,705
$0
$0
$0
$0
$0
$25,000
$0
$32,849
$75,000
$0
$25,000
$0
$98,428
$45,000
$50,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$75,000
$0
$0
$0
$0
$0
$0
$0
$0
$481,000
$658,744
$161,548
$700,000
$652,187
$301,590
$855,500
$286,000
$334,872
$122,076
$491,286
$871,375
$990,000
$386,611
$300,144
$2,642,700
$480,000
$2,207,857
$295,256
$600,000
$470,181
$14,973
$125,000
$596,976
$7,170,354
$622,461
$92,455
$1,131,551
$110,000
$445,074
$188,320
$1,102,408
$395,062
$202,500
$161,000
$2,031,134
$626,183
$7,751,064
$838,268
$228,817
$60,000
$797,488
$45,000
$15,097,333
$49,814
$414,247
$60,000
$4,605,456
$3,231,876
$2,574,000
$1,668,588
$492,298
$282,653
$94,120
$269,339
$325,000
$781,875
$6,468,000
$19,600
$5,139,011
$1,600,000
$747,001
$141,886
$70,340
$166,442
$104,000
$145,200
$44,000
$120,360
$100,000
$88,214
$145,000
$100,000
$907,482
$43,287
$82,000
$1,149,539,821 $138,303,054
$16,053,556
$2,229,703
$6,694,512
$975,975
$5,559,624
$683,598
$28,307,692
$3,889,276
$0
$0
$28,307,692
$3,889,276
$60,000
$106,000
$3,419,376
$16,123
$40,000
$125,000
$361,724
$100,000
$16,036
$250,000
$250,000
$220,989
$200,000
$66,000
$100,000
$209,000
$500,000
$45,247
$33,803
$50,000
$225,000
$445,267
$33,750
$181,907
$21,312
$580,788
$111,245
$50,000
$176,122
$486,903
$3,500
$500
$15,000
$50,000
$15,000
$350,000
$27,173
$408,726
$594,141
$100,000
$187,653
$500,000
$100,000
$350,000
$100,000
$450,000
$200,000
$700,000
$802,389
$100,000
$100,000
$458,498
$376,506
$200,000
$500,000
$20,000
$181,949
$97,194
$197,000
$63,370
$525,000
$135,000
$65,750
$2,919,630
$100,000
$98,428
$150,000
$286,000
$25,000
$24,000
$43,964
$53,448
$10,500
$131,507
$339,441
$90,000
$20,000
$30,000
$135,956
$271,782
$962,683
$516,000
$1,500,000
$2,764,322
$30,000
$10,000
$25,000
$1,800
$330,000
$20,000
$150,000
$128,717
$15,000
$178,024
$200,000
$1,500,000
$320,000
$300,000
$32,016
$285,000
$458,995
$42,000
$24,550
$10,000
$25,000
$79,700
$60,000
$200,000
$318
$205,689
$10,000
$20,000
$6,000
$6,364
$250,000
$500,000
$96,340
$161,514
$75,000
$2,210
$50,000
$100,000
$386,165
$300,000
$25,145
$24,000
$60,000
$500,000
$5,000
$65,000
$125,000
$1,240
$15,000
$182,682
$35,000
$97,000
$33,847
$14,500
$210,000
$526,964
$105,780
$1,327,417
$120,250
$250,000
$7,486
$50,000
$200,000
$15,000
$388,870
$431
$737
$860,199
$1,763,951
$30,000
$1,300,631
$88,657
$148,718
$21,600
$50,000
Albany State
University
Armstrong
Atlantic State
University
Atlanta
Metropolitan
College
Augusta State
University
Bainbridge
College
Clayton State
University
College of
Coastal
Georgia
State University State University Two Year CollegState University Two Year CollegState University State College
Columbus
State
University
Dalton State
College
State University State College
Darton College East Georgia
College
Fort Valley
State
University
Gainesville
State College
Two Year CollegTwo Year CollegState University State College
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
Georgia
Highlands
College
Georgia Institute
of Technology
Georgia
Perimeter
College
Georgia
Southern
University
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
Kennesaw
State
University
Macon State
College
State University State College
Medical
College of
Georgia
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
Waycross
College
College &
State
College
Polytechnic
Georgia
West Georgia
University
College
State
University
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year Colleg
$38,545,413
$725,995
$316,712
$224,142
$1,266,849
$0
$1,266,849
$18,224,556
$287,514
$125,431
$88,779
$501,724
$0
$501,724
$75,871,729
$1,022,446
$446,864
$318,147
$1,787,457
$0
$1,787,457
$58,567,349
$924,185
$403,168
$285,336
$1,612,689
$0
$1,612,689
$100,853,165
$1,333,302
$666,651
$666,651
$2,666,604
$0
$2,666,604
$43,417,781
$1,517,679
$671,340
$496,340
$2,685,359
$0
$2,685,359
$29,526,272
$665,843
$294,230
$201,814
$1,161,887
$0
$1,161,887
$1,029,083,687
$10,756,188
$4,709,935
$3,373,617
$18,839,740
$0
$18,839,740
$150,800,874
$2,719,059
$1,186,166
$839,438
$4,744,663
$0
$4,744,663
$254,285,433
$4,033,521
$1,759,603
$1,245,288
$7,038,412
$0
$7,038,412
$40,152,001
$576,331
$251,421
$177,934
$1,005,686
$0
$1,005,686
$616,140,855
$8,714,798
$4,357,399
$4,357,399
$17,429,596
$0
$17,429,596
$38,866,862
$546,000
$240,000
$172,500
$958,500
$0
$958,500
$246,630,494
$3,882,433
$1,694,297
$1,200,462
$6,777,192
$0
$6,777,192
$51,020,967
$978,759
$426,983
$302,191
$1,707,933
$0
$1,707,933
$632,550,307
$7,412,534
$3,228,200
$2,272,069
$12,912,803
$0
$12,912,803
$46,521,162
$836,185
$366,488
$263,279
$1,465,952
$0
$1,465,952
$70,977,629
$1,176,548
$513,129
$362,839
$2,052,516
$0
$2,052,516
$66,121,168
$896,045
$392,682
$282,000
$1,570,727
$0
$1,570,727
$21,352,172
$361,270
$157,601
$111,533
$630,404
$0
$630,404
$62,384,112
$1,015,202
$442,873
$313,418
$1,771,493
$0
$1,771,493
$340,000
$112,000
$259,705
$0
$0
$0
$0
$0
$0
$0
$0
$481,000
$658,744
$161,548
$700,000
$652,187
$301,590
$855,500
$286,000
$334,872
$122,076
$491,286
$871,375
$990,000
$386,611
$300,144
$2,642,700
$480,000
$2,207,857
$295,256
$600,000
$470,181
$14,973
$125,000
$596,976
$7,170,354
$622,461
$92,455
$1,131,551
$110,000
$445,074
$188,320
$1,102,408
$395,062
$202,500
$161,000
$2,031,134
$626,183
$7,751,064
$838,268
$228,817
$60,000
$797,488
$45,000
$15,097,333
$49,814
$414,247
$60,000
$4,605,456
$3,231,876
$2,574,000
$1,668,588
$492,298
$282,653
$94,120
$269,339
$325,000
$781,875
$6,468,000
$19,600
$5,139,011
$1,600,000
$747,001
$141,886
$70,340
$166,442
$104,000
$145,200
$44,000
$2,022,854
$302,848
$120,360
$100,000
$88,214
$145,000
$100,000
$907,482
$43,287
$82,000
$1,149,539,821 $138,303,054
$16,053,556
$2,229,703
$6,694,512
$975,975
$5,559,624
$683,598
$28,307,692
$3,889,276
$0
$0
$28,307,692
$3,889,276
$168,993,495
$2,439,000
$1,064,000
$753,000
$4,256,000
$0
$4,256,000
$8,293,142
$187,263
$85,449
$54,061
$326,773
$0
$326,773
$1,020,000
$1,064,000
$75,182
$1,344,783
$1,694,000
$1,013,000
$97,841
$25,500
$100,000
$59,800
$1,373,201
$1,440,619
$653,846
$1,414,916
$602,549
$0
$602,549
$361,724
$220,989
$66,000
$542,468
$60,000
$3,419,376
$907,001
$775,837
$106,000
$15,000
$82,000
$21,000
$75,000
$2,107,411
$396,000
$779,946
$424,924
$723,500
$1,178,320
$40,000
$125,000
$1,489,019
$695,206
$15,145,987
$518,130
$270,000
$1,600,000
$5,573,036
$431
$737
$646,543
$11,200,199
$100,000
$1,818,188
$688,500
$3,699,722
$1,106,183
$11,777,109
$1,133,524
$1,135,694
$209,000
$872,104
$87,000
$224,000
$250,000
$250,000
$100,000
$225,000
$445,267
$30,000
$210,500
$500,000
$1,439,464
$22,267,687
$45,247
$50,000
$2,414,783
$3,871,000
$65,000
$137,700
$100,000
$100,000
$173,023
$11,000
$80,000
$0
$567,154
$150,000
$87,000
$0
$871,375
$75,000
$0
$181,907
$10,000
$42,000
$580,788
$125,000
$290,000
$176,122
$25,000
$160,000
$0
$0
$0
$80,000
$0
$150,000
$0
$100,000
$0
$388,870
$388,870
$15,000
$50,000
$1,800
$594,141
$20,000
$187,653
$100,000
$700,000
$802,389
$150,000
$500,000
$408,726
$100,000
$350,000
$458,498
$486,903
$0
$181,949
$97,194
$200,000
$500,000
$0
$525,000
$320,000
$0
$0
$2,919,630
$100,000
$150,000
$1,135,694
$209,000
$11,000
$160,000
$0
$45,247
$0
$202,700
$98,428
$25,000
$131,507
$339,441
$20,000
$90,000
$30,000
$20,000
$271,782
$1,500,000
$2,764,322
$71,309
$414,246
$0
$25,000
$79,700
$46,000
$200,000
$361,724
$286,989
$0
$500,000
$45,000
$100,000
$700,267
$233,907
$580,788
$201,122
$16,036
$33,803
$33,750
$21,312
$50,000
$45,000
$0
$0
$0
$16,036
$83,803
$33,750
$21,312
$66,800
$408,726
$614,141
$111,245
$16,123
$3,500
$15,000
$27,173
$50,000
$500
$350,000
$4,000
$365,000
$6,000
$128,717
$161,514
$177,368
$486,903
$0
$187,653
$450,000
$100,000
$1,652,389
$658,498
$500,000
$279,143
$845,000
$100,000
$450,000
$100,000
$376,506
$20,000
$197,000
$200,000
$100,000
$200,000
$650,000
$200,000
$576,506
$20,000
$63,370
$860,199
$1,120,569
$500,000
$1,500,000
$386,165
$300,000
$500,000
$27,173
$0
$500,000
$100,000
$200,000
$75,000
$65,000
$0
$200,000
$0
$0
$2,919,630
$250,000
$135,000
$65,750
$135,000
$65,750
$0
$0
$123,428
$0
$131,507
$359,441
$140,000
$24,000
$43,964
$24,000
$43,964
$4,464,322
$485,555
$46,000
$104,700
$53,448
$962,683
$89,678
$50,000
$24,550
$30,000
$10,500
$516,000
$148,718
$55,000
$129,000
$10,000
$1,478,683
$293,396
$179,000
$34,550
$93,948
$271,782
$0
$60,000
$330,000
$0
$330,000
$0
$75,000
$0
$0
$65,000
$286,000
$0
$6,000
$290,231
$0
$0
$0
$0
$750,000
$2,186,165
$300,000
$60,000
$250,000
$0
$60,000
$135,956
$200,000
$500,000
$120,250
$1,763,951
$210,000
$2,384,201
$270,000
$15,000
$0
$286,000
$0
$0
$300,000
$200,000
$135,956
$15,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$458,995
$33,847
$492,842
$60,000
$60,000
$14,500
$14,500
$526,964
$0
$0
$0
$0
$0
$0
$0
$10,000
$10,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$20,000
$20,000
$0
$96,340
$96,340
$0
$178,024
$0
$88,657
$88,657
$6,364
$0
$0
$0
$0
$0
$0
$0
$0
$0
Georgia
Highlands
College
Georgia Institute
of Technology
Georgia
Perimeter
College
Georgia
Southern
University
I
$0
$0
$0
$318
$0
$0
$0
$205,689
$0
$0
$0
$0
$0
$1,300,631
$1,300,631
Efficiency savings or Process Improvements
Efficiency savings or Process Improvements
J
$0
$0
$0
$0
$0
$0
$0
$5,000
$5,000
$0
$0
$0
$0
$0
$0
$0
$0
Albany State
University
Armstrong
Atlantic State
University
Atlanta
Metropolitan
College
Augusta State
University
Bainbridge
College
Clayton State
University
College of
Coastal
Georgia
Columbus
State
University
Dalton State
College
Fort Valley
State
University
Gainesville
State College
$15,000
$0
$0
$0
$0
$0
$318
$0
$15,000
$0
$0
$0
$0
$0
$178,024
$285,000
$250,000
$535,000
$100,000
$100,000
$205,689
State University State University Two Year CollegState University Two Year CollegState University State College
$0
$0
$0
$0
$0
$50,000
$50,000
$6,364
State University State College
Darton College East Georgia
College
Two Year CollegTwo Year CollegState University State College
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
$0
$0
$0
$526,964
$0
$0
$0
$32,016
$24,000
$56,016
$50,000
$50,000
$15,000
$15,000
$0
$97,000
$97,000
$25,145
$7,486
$0
$2,210
$0
$1,240
$21,600
$22,840
$0
$0
$0
$25,145
$7,486
$0
$0
$0
$0
$0
$0
$1,327,417
$1,327,417
$0
$0
$0
$0
$0
$105,780
$105,780
$182,682
$182,682
$35,000
$35,000
$0
$0
$0
$0
$0
Kennesaw
State
University
Macon State
College
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
State University State College
$0
$0
$0
$2,210
$0
$0
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
Waycross
College
College &
State
College
Polytechnic
Georgia
West Georgia
University
College
State
University
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year Colleg
Medical
College of
Georgia
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$0
$1,137,982
$68,520,234
$1,019,572
$444,982
$315,371
$1,779,925
$0
$1,779,925
$81,574,452
$1,449,956
$632,540
$447,661
$2,530,157
$0
$2,530,157
$23,048,501
$374,704
$163,461
$115,681
$653,846
$0
$653,846
$69,682,599
$1,286,688
$561,308
$397,238
$2,245,234
$0
$2,245,234
$24,937,274
$432,552
$181,056
$131,896
$745,504
$0
$745,504
$77,160,680
$1,149,055
$501,267
$354,749
$2,005,071
$0
$2,005,071
$29,002,450
$640,980
$279,624
$197,890
$1,118,494
$0
$1,118,494
$92,523,621
$1,663,289
$728,800
$523,111
$2,915,200
$0
$2,915,200
$38,328,003
$657,245
$286,122
$201,123
$1,144,490
$0
$1,144,490
$38,545,413
$725,995
$316,712
$224,142
$1,266,849
$0
$1,266,849
$18,224,556
$287,514
$125,431
$88,779
$501,724
$0
$501,724
$75,871,729
$1,022,446
$446,864
$318,147
$1,787,457
$0
$1,787,457
$58,567,349
$924,185
$403,168
$285,336
$1,612,689
$0
$1,612,689
$100,853,165
$1,333,302
$666,651
$666,651
$2,666,604
$0
$2,666,604
$43,417,781
$1,517,679
$671,340
$496,340
$2,685,359
$0
$2,685,359
$29,526,272
$665,843
$294,230
$201,814
$1,161,887
$0
$1,161,887
$1,029,083,687
$10,756,188
$4,709,935
$3,373,617
$18,839,740
$0
$18,839,740
$150,800,874
$2,719,059
$1,186,166
$839,438
$4,744,663
$0
$4,744,663
$254,285,433
$4,033,521
$1,759,603
$1,245,288
$7,038,412
$0
$7,038,412
$40,152,001
$576,331
$251,421
$177,934
$1,005,686
$0
$1,005,686
$616,140,855
$8,714,798
$4,357,399
$4,357,399
$17,429,596
$0
$17,429,596
$38,866,862
$546,000
$240,000
$172,500
$958,500
$0
$958,500
$246,630,494
$3,882,433
$1,694,297
$1,200,462
$6,777,192
$0
$6,777,192
$51,020,967
$978,759
$426,983
$302,191
$1,707,933
$0
$1,707,933
$632,550,307
$7,412,534
$3,228,200
$2,272,069
$12,912,803
$0
$12,912,803
$46,521,162
$836,185
$366,488
$263,279
$1,465,952
$0
$1,465,952
$70,977,629
$1,176,548
$513,129
$362,839
$2,052,516
$0
$2,052,516
$66,121,168
$896,045
$392,682
$282,000
$1,570,727
$0
$1,570,727
$21,352,172
$361,270
$157,601
$111,533
$630,404
$0
$630,404
$62,384,112
$1,015,202
$442,873
$313,418
$1,771,493
$0
$1,771,493
$340,000
$112,000
$259,705
$0
$0
$0
$0
$0
$0
$0
$0
$481,000
$658,744
$161,548
$700,000
$652,187
$301,590
$855,500
$286,000
$334,872
$122,076
$491,286
$871,375
$990,000
$386,611
$300,144
$2,642,700
$480,000
$2,207,857
$295,256
$600,000
$470,181
$14,973
$125,000
$596,976
$7,170,354
$622,461
$92,455
$1,131,551
$110,000
$445,074
$188,320
$1,102,408
$395,062
$202,500
$161,000
$2,031,134
$626,183
$7,751,064
$838,268
$228,817
$60,000
$797,488
$45,000
$15,097,333
$49,814
$414,247
$60,000
$4,605,456
$3,231,876
$2,574,000
$1,668,588
$492,298
$282,653
$94,120
$269,339
$325,000
$781,875
$6,468,000
$19,600
$5,139,011
$1,600,000
$747,001
$141,886
$70,340
$166,442
$104,000
$25,000
$32,849
$75,000
$0
$25,000
$50,000
$129,000
$20,000
$38,328,003
$657,245
$286,122
$201,123
$1,144,490
$0
$1,144,490
$0
$711,705
$89,678
$55,000
$71,309
$414,246
$270,000
$92,523,621
$1,663,289
$728,800
$523,111
$2,915,200
$0
$2,915,200
Abraham
Baldwin
Agricultural
College
State College
$100,000
$46,000
$29,002,450
$640,980
$279,624
$197,890
$1,118,494
$0
$1,118,494
G
$97,841
$60,000
$77,160,680
$1,149,055
$501,267
$354,749
$2,005,071
$0
$2,005,071
$0
$0
$0
$1,694,000
$1,013,000
$160,000
$24,937,274
$432,552
$181,056
$131,896
$745,504
$0
$745,504
F
$1,344,783
$11,000
$80,000
$69,682,599
$1,286,688
$561,308
$397,238
$2,245,234
$0
$2,245,234
$0
$0
$75,000
$0
$0
$0
$0
$75,000
$75,182
$137,700
$23,048,501
$374,704
$163,461
$115,681
$653,846
$0
$653,846
E
$1,064,000
$65,000
$81,574,452
$1,449,956
$632,540
$447,661
$2,530,157
$0
$2,530,157
$98,428
$0
$0
$45,000
$0
$143,428
$1,020,000
$150,000
$87,000
$45,000
$1,818,188
$1,135,694
$75,000
$15,000
$82,000
$21,000
$602,549
$518,130
$68,520,234
$1,019,572
$444,982
$315,371
$1,779,925
$0
$1,779,925
C
$8,293,142
$187,263
$85,449
$54,061
$326,773
$0
$326,773
$25,500
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$0
$1,137,982
$50,000
$0
$0
$0
$0
$0
$50,000
$168,993,495
$2,439,000
$1,064,000
$753,000
$4,256,000
$0
$4,256,000
$100,000
$59,800
$0
$0
$0
$0
$0
$0
Abraham
Baldwin
Agricultural
College
State College
$2,022,854
$302,848
$0
$0
$0
Program expansion delays
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
21
22
23
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
$69,682,599
$1,286,688
$561,308
$397,238
$2,245,234
$0
$2,245,234
B
A
20
Georgia
Southern
University
$23,048,501
$374,704
$163,461
$115,681
$653,846
$0
$653,846
Reduce state funded initiative (SFI) budgets
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reallocation of state funded to other accounts
Mandatory six day furlough
Additional furlough days
Eliminate positions
Delay hiring or filling positions
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Health Plan - promote or increase high deductible enrollment
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce fringe benefits for SFI
Health and TRS Rate Increases
Reduce supplement health insurance for grad students
Personnel
19
Georgia
Perimeter
College
$81,574,452
$1,449,956
$632,540
$447,661
$2,530,157
$0
$2,530,157
$25,000
$32,849
$75,000
$0
$25,000
$0
$0
$157,849
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
18
Georgia Institute
of Technology
$68,520,234
$1,019,572
$444,982
$315,371
$1,779,925
$0
$1,779,925
$0
$711,705
Totals
17
Georgia
Highlands
College
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$0
$1,137,982
A
Sum of cuts
B
B
B
B
B
3
Armstrong
Atlantic State
University
$0
$0
$0
Totals
1
2
3
4
5
6
7
8
24
27
36
39
52
2
Albany State
University
Student support services reductions (e.g., tutoring, retention programs, career serv
Marketing or recruitment budget reductions
Student support and Recruitment
H
Action
A
A
A
A
A
A
A
A
A
A
A
A
A
1
Abraham
Baldwin
Agricultural
College
State College
$145,200
$44,000
$2,022,854
$302,848
$120,360
$100,000
$88,214
$145,000
$100,000
$907,482
$43,287
$82,000
$1,149,539,821 $138,303,054
$16,053,556
$2,229,703
$6,694,512
$975,975
$5,559,624
$683,598
$28,307,692
$3,889,276
$0
$0
$28,307,692
$3,889,276
$168,993,495
$2,439,000
$1,064,000
$753,000
$4,256,000
$0
$4,256,000
$8,293,142
$187,263
$85,449
$54,061
$326,773
$0
$326,773
$1,020,000
$1,064,000
$75,182
$1,344,783
$1,694,000
$1,013,000
$97,841
$25,500
$100,000
$59,800
$1,373,201
$1,440,619
$602,549
$653,846
$1,414,916
$542,468
$87,000
$60,000
$3,419,376
$907,001
$775,837
$106,000
$15,000
$82,000
$21,000
$75,000
$2,107,411
$396,000
$779,946
$424,924
$723,500
$871,375
$40,000
$125,000
$1,178,320
$1,489,019
$695,206
$15,145,987
$100,000
$518,130
$270,000
$1,600,000
$5,573,036
$431
$737
$646,543
$11,200,199
$1,818,188
$688,500
$3,699,722
$1,106,183
$11,777,109
$1,133,524
$1,135,694
$209,000
$872,104
$567,154
$500,000
$1,439,464
$45,247
$150,000
$11,000
$80,000
$210,500
$160,000
$22,267,687
$50,000
$2,414,783
$65,000
$137,700
$3,871,000
$100,000
$173,023
B
B
C
C
C
C
C
C
E
E
E
E
E
F
F
F
F
F
F
F
G
G
H
H
I
I
J
15
35
18
19
21
25
26
61
16
10
40
17
37
20
22
30
31
34
38
51
32
60
23
29
28
50
33
Eliminate departments
Close Centers
Instructional
Defer maintenance
Operating, equipment or IT budget reductions
Operating hours of services (e.g., library) reductions
Replace security services
Utility savings through changes to climate controls
Eliminate phone services
Facilities and equipment
Travel budgets reductions
Faculty Support reductions or restrictions
Faculty, teaching and learning support reduced
Library acquisition budget reductions
Research consortium budget decrease
Faculty and Research Support
Financial management (passing credit card fees to users)
Contingency funds (carry forward savings or funds)
Auxiliary or athletic funds
Investment Income
User Fees - new or increased fees
Reduce or eliminate rentals or leases
Implementation of Sallie Mae Tuition Pay
Financial Management
Across-the-board budget cuts
Reduce quality improvement programs
Across-the-Board cuts
B
$0
$0
$157,849
C
$50,000
$0
$0
$0
$0
$0
$50,000
E
$98,428
$0
$0
$45,000
$0
$143,428
F
$0
$0
$75,000
$0
$0
$0
$0
$75,000
G
$0
$0
$0
$0
$602,549
$361,724
$220,989
$66,000
$0
$361,724
$286,989
$0
$45,000
$0
$0
$0
$200,000
$0
$0
$0
$0
$0
$0
$0
$1,137,982
$1,779,925
Albany State
University
Action
Totals
Personnel
Instructional
Facilities and equipment
Faculty and Research Support
Financial Management
Across-the-Board cuts
Student support and Recruitment
Reallocation of state funded to other accounts
Efficiency savings or Process Improvements
$0
$150,000
$0
$100,000
$0
$388,870
$388,870
$15,000
$50,000
$1,800
$594,141
$20,000
$187,653
$100,000
$700,000
$802,389
$150,000
$500,000
$408,726
$100,000
$350,000
$458,498
$486,903
$0
$181,949
$97,194
$200,000
$500,000
$0
$525,000
$320,000
$0
$0
$2,919,630
$100,000
$150,000
$1,135,694
$209,000
$11,000
$160,000
$0
$45,247
$0
$202,700
$98,428
$25,000
$131,507
$339,441
$20,000
$90,000
$30,000
$20,000
$271,782
$1,500,000
$2,764,322
$71,309
$414,246
$500,000
$100,000
$700,267
$233,907
$580,788
$201,122
$16,036
$33,803
$33,750
$21,312
$111,245
$16,123
$0
$16,036
$83,803
$486,903
$50,000
$33,750
$21,312
$177,368
$0
$66,800
$408,726
$614,141
$3,500
$15,000
$27,173
$500
$350,000
$4,000
$365,000
$187,653
$450,000
$100,000
$1,652,389
$658,498
$500,000
$279,143
$845,000
$100,000
$450,000
$100,000
$376,506
$20,000
$197,000
$500,000
$27,173
$0
$500,000
$100,000
$200,000
$100,000
$200,000
$650,000
$200,000
$576,506
$20,000
$63,370
$860,199
$1,120,569
$0
$2,919,630
$250,000
$135,000
$65,750
$0
$123,428
$131,507
$359,441
$140,000
$24,000
$43,964
$53,448
$271,782
$30,000
$10,500
$0
$135,000
$65,750
$0
$0
$24,000
$43,964
$93,948
$0
$485,555
$46,000
$104,700
$962,683
$89,678
$50,000
$24,550
$516,000
$148,718
$55,000
$129,000
$10,000
$1,478,683
$293,396
$179,000
$34,550
$128,717
$161,514
$500,000
$330,000
$0
$75,000
$0
$0
$65,000
$1,500,000
$386,165
$300,000
$286,000
$250,000
$0
$6,000
$290,231
$0
$0
$0
$0
$750,000
$2,186,165
$300,000
$60,000
$0
$60,000
$135,956
$200,000
$500,000
$120,250
$1,763,951
$210,000
$2,384,201
$270,000
$15,000
$0
$286,000
$0
$0
$300,000
$200,000
$135,956
$15,000
$0
$0
$0
$0
$0
$0
$0
$0
$10,000
$10,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$20,000
$20,000
$0
$96,340
$96,340
$0
$178,024
$0
$1,300,631
$1,300,631
$0
$88,657
$88,657
$15,000
$0
$0
$0
$0
$0
$318
$0
$0
$0
$318
$0
$15,000
$0
$0
$0
$0
$0
$178,024
$285,000
$250,000
$535,000
$100,000
$100,000
$205,689
$0
$0
$0
$0
$0
$50,000
$50,000
$6,364
$0
$0
$0
$0
$5,000
$5,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$2,530,157
$653,846
$2,245,234
$745,504
$2,005,071
$1,118,494
$2,915,200
$1,144,490
$1,266,849
$501,724
$1,787,457
$1,612,689
$2,666,604
$2,685,359
$1,161,887
Armstrong
Atlantic State
University
Atlanta
Metropolitan
College
Augusta State
University
Bainbridge
College
Clayton State
University
College of
Coastal
Georgia
Columbus
State
University
Dalton State
College
Fort Valley
State
University
Gainesville
State College
Georgia
Highlands
College
State University State College
$0
$0
Darton College East Georgia
College
$0
Two Year CollegTwo Year CollegState University State College
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
$6,364
$0
$0
$0
$0
$0
$0
$0
$1,240
$21,600
$22,840
$2,210
$0
State University State University Two Year CollegState University Two Year CollegState University State College
$205,689
$0
$0
$0
$0
$0
$0
$0
$0
$458,995
$33,847
$492,842
$60,000
$0
$60,000
$14,500
$14,500
$526,964
$0
$0
$0
$32,016
$24,000
$56,016
$50,000
$50,000
$15,000
$15,000
$0
$97,000
$97,000
$25,145
$7,486
$0
$25,145
$7,486
$0
$0
$0
$0
$0
$0
$182,682
$182,682
$35,000
$35,000
$0
$0
$0
$0
$0
$2,210
$0
$0
$1,327,417
$1,327,417
$0
$0
$0
$0
$0
$105,780
$105,780
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$18,839,740
$4,744,663
$7,038,412
$1,005,686
$17,429,596
$958,500
$6,777,192
$1,707,933
$12,912,803
$1,465,952
$2,052,516
$1,570,727
$630,404
$1,771,493
$28,307,692
$3,889,276
$4,256,000
$326,773
Georgia Institute
of Technology
Georgia
Perimeter
College
Georgia
Southern
University
Kennesaw
State
University
Macon State
College
Medical
College of
Georgia
State University State College
$0
$0
$0
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
$0
$0
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
Waycross
College
College &
State
College
Polytechnic
Georgia
West Georgia
University
College
State
University
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year Colleg
Sum of cuts
$81,574,452
$1,449,956
$632,540
$447,661
$2,530,157
$0
$2,530,157
$23,048,501
$374,704
$163,461
$115,681
$653,846
$0
$653,846
$69,682,599
$1,286,688
$561,308
$397,238
$2,245,234
$0
$2,245,234
$24,937,274
$432,552
$181,056
$131,896
$745,504
$0
$745,504
$77,160,680
$1,149,055
$501,267
$354,749
$2,005,071
$0
$2,005,071
$29,002,450
$640,980
$279,624
$197,890
$1,118,494
$0
$1,118,494
$92,523,621
$1,663,289
$728,800
$523,111
$2,915,200
$0
$2,915,200
$38,328,003
$657,245
$286,122
$201,123
$1,144,490
$0
$1,144,490
$38,545,413
$725,995
$316,712
$224,142
$1,266,849
$0
$1,266,849
$18,224,556
$287,514
$125,431
$88,779
$501,724
$0
$501,724
$75,871,729
$1,022,446
$446,864
$318,147
$1,787,457
$0
$1,787,457
$58,567,349
$924,185
$403,168
$285,336
$1,612,689
$0
$1,612,689
$100,853,165
$1,333,302
$666,651
$666,651
$2,666,604
$0
$2,666,604
$43,417,781
$1,517,679
$671,340
$496,340
$2,685,359
$0
$2,685,359
$29,526,272
$665,843
$294,230
$201,814
$1,161,887
$0
$1,161,887
$1,029,083,687
$10,756,188
$4,709,935
$3,373,617
$18,839,740
$0
$18,839,740
$150,800,874
$2,719,059
$1,186,166
$839,438
$4,744,663
$0
$4,744,663
$254,285,433
$4,033,521
$1,759,603
$1,245,288
$7,038,412
$0
$7,038,412
$40,152,001
$576,331
$251,421
$177,934
$1,005,686
$0
$1,005,686
$616,140,855
$8,714,798
$4,357,399
$4,357,399
$17,429,596
$0
$17,429,596
$38,866,862
$546,000
$240,000
$172,500
$958,500
$0
$958,500
$246,630,494
$3,882,433
$1,694,297
$1,200,462
$6,777,192
$0
$6,777,192
$51,020,967
$978,759
$426,983
$302,191
$1,707,933
$0
$1,707,933
$632,550,307
$7,412,534
$3,228,200
$2,272,069
$12,912,803
$0
$12,912,803
$46,521,162
$836,185
$366,488
$263,279
$1,465,952
$0
$1,465,952
$70,977,629
$1,176,548
$513,129
$362,839
$2,052,516
$0
$2,052,516
$66,121,168
$896,045
$392,682
$282,000
$1,570,727
$0
$1,570,727
$21,352,172
$361,270
$157,601
$111,533
$630,404
$0
$630,404
$62,384,112
$1,015,202
$442,873
$313,418
$1,771,493
$0
$1,771,493
A
B
C
E
F
G
H
I
J
$711,705
$157,849
$50,000
$143,428
$75,000
$0
$0
$0
$0
$1,373,201
$0
$361,724
$45,000
$0
$0
$0
$0
$0
$1,440,619
$602,549
$286,989
$0
$200,000
$0
$0
$0
$0
$653,846
$0
$0
$0
$0
$0
$0
$0
$0
$1,414,916
$0
$500,000
$0
$330,000
$0
$0
$318
$0
$542,468
$87,000
$100,000
$16,036
$0
$0
$0
$0
$0
$907,001
$224,000
$700,267
$83,803
$75,000
$0
$10,000
$0
$5,000
$775,837
$75,000
$233,907
$33,750
$0
$0
$0
$0
$0
$2,107,411
$0
$580,788
$21,312
$0
$0
$0
$205,689
$0
$396,000
$290,000
$201,122
$177,368
$65,000
$0
$15,000
$0
$0
$779,946
$0
$486,903
$0
$0
$0
$0
$0
$0
$424,924
$0
$66,800
$4,000
$6,000
$0
$0
$0
$0
$723,500
$0
$408,726
$365,000
$290,231
$0
$0
$0
$0
$871,375
$80,000
$614,141
$27,173
$0
$0
$20,000
$0
$0
$1,178,320
$0
$187,653
$0
$0
$0
$0
$1,300,631
$0
$1,489,019
$150,000
$450,000
$500,000
$0
$0
$96,340
$0
$0
$695,206
$0
$100,000
$100,000
$0
$0
$178,024
$88,657
$0
$15,145,987
$100,000
$1,652,389
$650,000
$750,000
$0
$535,000
$6,364
$0
$1,600,000
$0
$658,498
$200,000
$2,186,165
$0
$100,000
$0
$0
$5,573,036
$388,870
$500,000
$576,506
$0
$0
$0
$0
$0
$646,543
$0
$279,143
$20,000
$60,000
$0
$0
$0
$0
$11,200,199
$500,000
$845,000
$1,120,569
$2,384,201
$0
$50,000
$2,210
$1,327,417
$688,500
$0
$0
$0
$270,000
$0
$0
$0
$0
$3,699,722
$0
$2,919,630
$135,000
$0
$0
$0
$22,840
$0
$1,106,183
$0
$250,000
$65,750
$286,000
$0
$0
$0
$0
$11,777,109
$1,135,694
$0
$0
$0
$0
$0
$0
$0
$1,133,524
$209,000
$123,428
$0
$0
$0
$0
$0
$0
$872,104
$11,000
$131,507
$24,000
$300,000
$526,964
$56,016
$25,145
$105,780
$567,154
$160,000
$359,441
$43,964
$200,000
$0
$50,000
$7,486
$182,682
$210,500
$0
$140,000
$93,948
$135,956
$0
$15,000
$0
$35,000
$1,439,464
$45,247
$271,782
$0
$15,000
$0
$0
$0
$0
$22,267,687
$0
$4,464,322
$1,478,683
$0
$0
$97,000
$0
$0
$1,137,982
$1,779,925
$2,530,157
$653,846
$2,245,234
$745,504
$2,005,071
$1,118,494
$2,915,200
$1,144,490
$1,266,849
$501,724
$1,787,457
$1,612,689
$2,666,604
$2,685,359
$1,161,887
$18,839,740
$4,744,663
$7,038,412
$1,005,686
$17,429,596
$958,500
$6,777,192
$1,707,933
$12,912,803
$1,465,952
$2,052,516
$1,570,727
$630,404
$1,771,493
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Albany State
University
Armstrong
Atlantic State
University
Atlanta
Metropolitan
College
Augusta State
University
Bainbridge
College
Clayton State
University
College of
Coastal
Georgia
Columbus
State
University
Dalton State
College
Fort Valley
State
University
Gainesville
State College
Georgia
Highlands
College
Georgia Institute
of Technology
Georgia
Perimeter
College
Georgia
Southern
University
Kennesaw
State
University
Macon State
College
Medical
College of
Georgia
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
State University State University Two Year CollegState University Two Year CollegState University State College
State University State College
Darton College East Georgia
College
Two Year CollegTwo Year CollegState University State College
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
State University State College
$1,149,539,821 $138,303,054
$16,053,556
$2,229,703
$6,694,512
$975,975
$5,559,624
$683,598
$28,307,692
$3,889,276
$0
$0
$28,307,692
$3,889,276
$168,993,495
$2,439,000
$1,064,000
$753,000
$4,256,000
$0
$4,256,000
$8,293,142
$187,263
$85,449
$54,061
$326,773
$0
$326,773
$2,414,783
$202,700
$485,555
$293,396
$0
$0
$492,842
$0
$0
$3,871,000
$100,000
$46,000
$179,000
$0
$0
$60,000
$0
$0
$173,023
$0
$104,700
$34,550
$0
$0
$14,500
$0
$0
$28,307,692
$3,889,276
$4,256,000
$326,773
$0
$0
$0
$0
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
Waycross
College
College &
State
College
Polytechnic
Georgia
West Georgia
University
College
State
University
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year Colleg
Sum of cuts
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$0
$1,137,982
$68,520,234
$1,019,572
$444,982
$315,371
$1,779,925
$0
$1,779,925
$81,574,452
$1,449,956
$632,540
$447,661
$2,530,157
$0
$2,530,157
$23,048,501
$374,704
$163,461
$115,681
$653,846
$0
$653,846
$69,682,599
$1,286,688
$561,308
$397,238
$2,245,234
$0
$2,245,234
$24,937,274
$432,552
$181,056
$131,896
$745,504
$0
$745,504
$77,160,680
$1,149,055
$501,267
$354,749
$2,005,071
$0
$2,005,071
$29,002,450
$640,980
$279,624
$197,890
$1,118,494
$0
$1,118,494
$92,523,621
$1,663,289
$728,800
$523,111
$2,915,200
$0
$2,915,200
$38,328,003
$657,245
$286,122
$201,123
$1,144,490
$0
$1,144,490
$38,545,413
$725,995
$316,712
$224,142
$1,266,849
$0
$1,266,849
$18,224,556
$287,514
$125,431
$88,779
$501,724
$0
$501,724
$75,871,729
$1,022,446
$446,864
$318,147
$1,787,457
$0
$1,787,457
$58,567,349
$924,185
$403,168
$285,336
$1,612,689
$0
$1,612,689
$100,853,165
$1,333,302
$666,651
$666,651
$2,666,604
$0
$2,666,604
$43,417,781
$1,517,679
$671,340
$496,340
$2,685,359
$0
$2,685,359
$29,526,272
$665,843
$294,230
$201,814
$1,161,887
$0
$1,161,887
$1,029,083,687
$10,756,188
$4,709,935
$3,373,617
$18,839,740
$0
$18,839,740
$150,800,874
$2,719,059
$1,186,166
$839,438
$4,744,663
$0
$4,744,663
$254,285,433
$4,033,521
$1,759,603
$1,245,288
$7,038,412
$0
$7,038,412
$40,152,001
$576,331
$251,421
$177,934
$1,005,686
$0
$1,005,686
$616,140,855
$8,714,798
$4,357,399
$4,357,399
$17,429,596
$0
$17,429,596
$38,866,862
$546,000
$240,000
$172,500
$958,500
$0
$958,500
$246,630,494
$3,882,433
$1,694,297
$1,200,462
$6,777,192
$0
$6,777,192
$51,020,967
$978,759
$426,983
$302,191
$1,707,933
$0
$1,707,933
$632,550,307
$7,412,534
$3,228,200
$2,272,069
$12,912,803
$0
$12,912,803
$46,521,162
$836,185
$366,488
$263,279
$1,465,952
$0
$1,465,952
$70,977,629
$1,176,548
$513,129
$362,839
$2,052,516
$0
$2,052,516
$66,121,168
$896,045
$392,682
$282,000
$1,570,727
$0
$1,570,727
$21,352,172
$361,270
$157,601
$111,533
$630,404
$0
$630,404
$62,384,112
$1,015,202
$442,873
$313,418
$1,771,493
$0
$1,771,493
A
B
C
E
F
G
H
I
J
62.5%
13.9%
4.4%
12.6%
6.6%
0.0%
0.0%
0.0%
0.0%
77.1%
0.0%
20.3%
2.5%
0.0%
0.0%
0.0%
0.0%
0.0%
56.9%
23.8%
11.3%
0.0%
7.9%
0.0%
0.0%
0.0%
0.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
63.0%
0.0%
22.3%
0.0%
14.7%
0.0%
0.0%
0.0%
0.0%
72.8%
11.7%
13.4%
2.2%
0.0%
0.0%
0.0%
0.0%
0.0%
45.2%
11.2%
34.9%
4.2%
3.7%
0.0%
0.5%
0.0%
0.2%
69.4%
6.7%
20.9%
3.0%
0.0%
0.0%
0.0%
0.0%
0.0%
72.3%
0.0%
19.9%
0.7%
0.0%
0.0%
0.0%
7.1%
0.0%
34.6%
25.3%
17.6%
15.5%
5.7%
0.0%
1.3%
0.0%
0.0%
61.6%
0.0%
38.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
84.7%
0.0%
13.3%
0.8%
1.2%
0.0%
0.0%
0.0%
0.0%
40.5%
0.0%
22.9%
20.4%
16.2%
0.0%
0.0%
0.0%
0.0%
54.0%
5.0%
38.1%
1.7%
0.0%
0.0%
1.2%
0.0%
0.0%
44.2%
0.0%
7.0%
0.0%
0.0%
0.0%
0.0%
48.8%
0.0%
55.4%
5.6%
16.8%
18.6%
0.0%
0.0%
3.6%
0.0%
0.0%
59.8%
0.0%
8.6%
8.6%
0.0%
0.0%
15.3%
7.6%
0.0%
80.4%
0.5%
8.8%
3.5%
4.0%
0.0%
2.8%
0.0%
0.0%
33.7%
0.0%
13.9%
4.2%
46.1%
0.0%
2.1%
0.0%
0.0%
79.2%
5.5%
7.1%
8.2%
0.0%
0.0%
0.0%
0.0%
0.0%
64.3%
0.0%
27.8%
2.0%
6.0%
0.0%
0.0%
0.0%
0.0%
64.3%
2.9%
4.8%
6.4%
13.7%
0.0%
0.3%
0.0%
7.6%
71.8%
0.0%
0.0%
0.0%
28.2%
0.0%
0.0%
0.0%
0.0%
54.6%
0.0%
43.1%
2.0%
0.0%
0.0%
0.0%
0.3%
0.0%
64.8%
0.0%
14.6%
3.8%
16.7%
0.0%
0.0%
0.0%
0.0%
91.2%
8.8%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
77.3%
14.3%
8.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
42.5%
0.5%
6.4%
1.2%
14.6%
25.7%
2.7%
1.2%
5.2%
36.1%
10.2%
22.9%
2.8%
12.7%
0.0%
3.2%
0.5%
11.6%
33.4%
0.0%
22.2%
14.9%
21.6%
0.0%
2.4%
0.0%
5.6%
81.3%
2.6%
15.3%
0.0%
0.8%
0.0%
0.0%
0.0%
0.0%
78.7%
0.0%
15.8%
5.2%
0.0%
0.0%
0.3%
0.0%
0.0%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
100%
Albany State
University
Armstrong
Atlantic State
University
Atlanta
Metropolitan
College
Augusta State
University
Bainbridge
College
Clayton State
University
College of
Coastal
Georgia
Columbus
State
University
Dalton State
College
Fort Valley
State
University
Gainesville
State College
Georgia
Highlands
College
Georgia Institute
of Technology
Georgia
Perimeter
College
Georgia
Southern
University
Kennesaw
State
University
Macon State
College
Medical
College of
Georgia
Totals
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
Abraham
Baldwin
Agricultural
College
State College
$25,000
$79,700
$4,464,322
$68,520,234
$1,019,572
$444,982
$315,371
$1,779,925
$0
$1,779,925
Abraham
Baldwin
Agricultural
College
State College
$0
$46,000
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$0
$1,137,982
Totals
$100,000
$526,964
$0
Personnel
Instructional
Facilities and equipment
Faculty and Research Support
Financial Management
Across-the-Board cuts
Student support and Recruitment
Reallocation of state funded to other accounts
Efficiency savings or Process Improvements
$80,000
$65,000
$0
Totals
$176,122
$25,000
$0
$75,000
$0
Action
$580,788
$0
$6,000
J
Personnel
Instructional
Facilities and equipment
Faculty and Research Support
Financial Management
Across-the-Board cuts
Student support and Recruitment
Reallocation of state funded to other accounts
Efficiency savings or Process Improvements
$181,907
$10,000
$42,000
$0
$330,000
$0
$0
Totals
$225,000
$445,267
$30,000
$125,000
$290,000
$60,000
I
FY08 budget
FY09 budget
FY10 Budget
Level 1
Level 2
Level 3
Total cuts
$100,000
$0
$200,000
$0
$0
$0
Abraham
Baldwin
Agricultural
College
State College
$250,000
$250,000
$75,000
$50,000
Reduce state funded initiative (SFI) budgets
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reallocation of state funded to other accounts
Totals
$224,000
$45,000
$0
$0
$0
Action
$87,000
$200,000
Student support services reductions (e.g., tutoring, retention programs, career serv
Marketing or recruitment budget reductions
Student support and Recruitment
H
Efficiency savings or Process Improvements
Efficiency savings or Process Improvements
$0
State University State University Two Year CollegState University Two Year CollegState University State College
State University State College
Darton College East Georgia
College
Two Year CollegTwo Year CollegState University State College
Georgia
Georgia
College &
Gwinnett
State
College
University
State University State College
Georgia
Georgia State
Gordon
Southwestern
University
College
State
University
Two Year CollegResearch Univers Two Year CollegRegional UniverState University Research UniveState College
State University State College
$1,149,539,821 $138,303,054
$16,053,556
$2,229,703
$6,694,512
$975,975
$5,559,624
$683,598
$28,307,692
$3,889,276
$0
$0
$28,307,692
$3,889,276
$168,993,495
$2,439,000
$1,064,000
$753,000
$4,256,000
$0
$4,256,000
$8,293,142
$187,263
$85,449
$54,061
$326,773
$0
$326,773
62.1%
5.2%
12.5%
7.5%
0.0%
0.0%
12.7%
0.0%
0.0%
91.0%
2.3%
1.1%
4.2%
0.0%
0.0%
1.4%
0.0%
0.0%
52.9%
0.0%
32.0%
10.6%
0.0%
0.0%
4.4%
0.0%
0.0%
100%
100%
100%
Middle Georgia North Georgia
Savannah
South Georgia
Southern
University of
University of Valdosta State
Waycross
College
College &
State
College
Polytechnic
Georgia
West Georgia
University
College
State
University
State
University
University
Research UniveState College State University State University Two Year CollegState University Research UniversState University Regional UniverTwo Year Colleg
Sum of cuts
$37,517,510
$652,146
$284,495
$201,341
$1,137,982
$0
$1,137,982
$68,520,234
$1,019,572
$444,982
$315,371
$1,779,925
$0
$1,779,925
$81,574,452
$1,449,956
$632,540
$447,661
$2,530,157
$0
$2,530,157
$23,048,501
$374,704
$163,461
$115,681
$653,846
$0
$653,846
$69,682,599
$1,286,688
$561,308
$397,238
$2,245,234
$0
$2,245,234
$24,937,274
$432,552
$181,056
$131,896
$745,504
$0
$745,504
$77,160,680
$1,149,055
$501,267
$354,749
$2,005,071
$0
$2,005,071
$29,002,450
$640,980
$279,624
$197,890
$1,118,494
$0
$1,118,494
$92,523,621
$1,663,289
$728,800
$523,111
$2,915,200
$0
$2,915,200
$38,328,003
$657,245
$286,122
$201,123
$1,144,490
$0
$1,144,490
$38,545,413
$725,995
$316,712
$224,142
$1,266,849
$0
$1,266,849
$18,224,556
$287,514
$125,431
$88,779
$501,724
$0
$501,724
$75,871,729
$1,022,446
$446,864
$318,147
$1,787,457
$0
$1,787,457
$58,567,349
$924,185
$403,168
$285,336
$1,612,689
$0
$1,612,689
$100,853,165
$1,333,302
$666,651
$666,651
$2,666,604
$0
$2,666,604
$43,417,781
$1,517,679
$671,340
$496,340
$2,685,359
$0
$2,685,359
$29,526,272
$665,843
$294,230
$201,814
$1,161,887
$0
$1,161,887
$1,029,083,687
$10,756,188
$4,709,935
$3,373,617
$18,839,740
$0
$18,839,740
$150,800,874
$2,719,059
$1,186,166
$839,438
$4,744,663
$0
$4,744,663
$254,285,433
$4,033,521
$1,759,603
$1,245,288
$7,038,412
$0
$7,038,412
$40,152,001
$576,331
$251,421
$177,934
$1,005,686
$0
$1,005,686
$616,140,855
$8,714,798
$4,357,399
$4,357,399
$17,429,596
$0
$17,429,596
$38,866,862
$546,000
$240,000
$172,500
$958,500
$0
$958,500
$246,630,494
$3,882,433
$1,694,297
$1,200,462
$6,777,192
$0
$6,777,192
$51,020,967
$978,759
$426,983
$302,191
$1,707,933
$0
$1,707,933
$632,550,307
$7,412,534
$3,228,200
$2,272,069
$12,912,803
$0
$12,912,803
$46,521,162
$836,185
$366,488
$263,279
$1,465,952
$0
$1,465,952
$70,977,629
$1,176,548
$513,129
$362,839
$2,052,516
$0
$2,052,516
$66,121,168
$896,045
$392,682
$282,000
$1,570,727
$0
$1,570,727
$21,352,172
$361,270
$157,601
$111,533
$630,404
$0
$630,404
$62,384,112
$1,015,202
$442,873
$313,418
$1,771,493
$0
$1,771,493
$1,149,539,821 $138,303,054
$16,053,556
$2,229,703
$6,694,512
$975,975
$5,559,624
$683,598
$28,307,692
$3,889,276
$0
$0
$28,307,692
$3,889,276
A
B
C
E
F
G
H
I
J
1.9%
0.4%
0.1%
0.4%
0.2%
0.0%
0.0%
0.0%
0.0%
2.0%
0.0%
0.5%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
1.8%
0.7%
0.4%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
2.8%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2.0%
0.0%
0.7%
0.0%
0.5%
0.0%
0.0%
0.0%
0.0%
2.2%
0.3%
0.4%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
1.2%
0.3%
0.9%
0.1%
0.1%
0.0%
0.0%
0.0%
0.0%
2.7%
0.3%
0.8%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
2.3%
0.0%
0.6%
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
1.0%
0.8%
0.5%
0.5%
0.2%
0.0%
0.0%
0.0%
0.0%
2.0%
0.0%
1.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2.3%
0.0%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.0%
0.0%
0.5%
0.5%
0.4%
0.0%
0.0%
0.0%
0.0%
1.5%
0.1%
1.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.2%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
1.3%
0.0%
3.4%
0.3%
1.0%
1.2%
0.0%
0.0%
0.2%
0.0%
0.0%
2.4%
0.0%
0.3%
0.3%
0.0%
0.0%
0.6%
0.3%
0.0%
1.5%
0.0%
0.2%
0.1%
0.1%
0.0%
0.1%
0.0%
0.0%
1.1%
0.0%
0.4%
0.1%
1.4%
0.0%
0.1%
0.0%
0.0%
2.2%
0.2%
0.2%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
1.6%
0.0%
0.7%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
1.8%
0.1%
0.1%
0.2%
0.4%
0.0%
0.0%
0.0%
0.2%
1.8%
0.0%
0.0%
0.0%
0.7%
0.0%
0.0%
0.0%
0.0%
1.5%
0.0%
1.2%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
2.2%
0.0%
0.5%
0.1%
0.6%
0.0%
0.0%
0.0%
0.0%
1.9%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2.4%
0.4%
0.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.2%
0.0%
0.2%
0.0%
0.4%
0.7%
0.1%
0.0%
0.1%
0.9%
0.2%
0.5%
0.1%
0.3%
0.0%
0.1%
0.0%
0.3%
1.0%
0.0%
0.7%
0.4%
0.6%
0.0%
0.1%
0.0%
0.2%
2.3%
0.1%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.9%
0.0%
0.4%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
3.0%
2.6%
3.1%
2.8%
3.2%
3.0%
2.6%
3.9%
3.2%
3.0%
3.3%
2.8%
2.4%
2.8%
2.6%
6.2%
3.9%
1.8%
3.1%
2.8%
2.5%
2.8%
2.5%
2.7%
3.3%
2.0%
3.2%
2.9%
2.4%
3.0%
2.8%
2.5%
$168,993,495
$2,439,000
$1,064,000
$753,000
$4,256,000
$0
$4,256,000
$8,293,142
$187,263
$85,449
$54,061
$326,773
$0
$326,773
1.7%
0.1%
0.4%
0.2%
0.0%
0.0%
0.4%
0.0%
0.0%
2.3%
0.1%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
2.1%
0.0%
1.3%
0.4%
0.0%
0.0%
0.2%
0.0%
0.0%
2.8%
2.5%
3.9%
1
39
3
19
16
21
17
18
23
29
4
14
32
7
8
9
11
30
13
28
5
22
31
2
12
20
24
33
6
34
35
10
25
37
40
15
26
27
36
38
50
51
52
60
61
Mandatory six day furlough
Health and TRS Rate Increases
Eliminate positions
Operating, equipment or IT budget reductions
Travel budgets reductions
Operating hours of services (e.g., library) reductions
Library acquisition budget reductions
Defer maintenance
Student support services reductions (e.g., tutoring, retention program
Marketing or recruitment budget reductions
Hiring or filling positions delays
Restructure, reorganize, merge of programs or departments
Across-the-board budget cuts
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Summer School reductions or restrictions
Auxiliary or athletic funds
Course reductions or elimination
Reduce state funded initiative (SFI) budgets
Part-time, contract, or temporary workers reductions
Contingency funds (carry forward savings or funds)
Investment Income
Additional furlough days
Program reductions or elimination
Financial management (passing credit card fees to users)
Health Plan - promote or increase high deductible enrollment
Efficiency savings or Process Improvements
Replace senior faculty with junior, contract, shared or part-time facul
User Fees - new or increased fees
Close Centers
Administrative services reductions or restrictions
Replace security services with electronic monitoring
Research consortium budget decrease
Reduce teaching and learning support
Eliminate departments
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Reduce fringe benefits for SFI
Reduce or eliminate rentals or leases
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
35
35
20
21
18
9
7
5
7
7
7
6
5
5
2
4
5
1
4
4
3
5
2
1
2
2
4
2
2
1
1
1
1
2
1
1
24
21
13
6
7
10
6
7
8
2
7
3
3
2
2
2
5
3
5
1
2
1
1
3
18
14
10
5
9
8
2
6
4
3
2
2
4
3
2
6
2
3
2
2
3
3
1
2
2
1
2
2
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
35
35
29
29
26
15
14
13
12
12
11
9
9
8
7
7
7
7
6
6
5
5
5
4
4
4
4
4
3
3
3
2
2
2
2
1
1
1
1
1
1
1
1
1
1
A
B
C
D
E
F
G
H
I
J
Personnel - salaries and benefits, furloughs, eliminating or changing positions, layoffs
Instructional
Facilities and equipment - deferring maintenance
Other Income or new fees
Faculty or research support
Financial management
General Operations or Across-the-board cuts
Student support or services
Accounting
Efficiency
1
2
3
4
5
6
7
8
9
Abraham
Albany Armstrong Atlanta
Augusta Bainbridg Clayton College of Columbus
Baldwin
State
Atlantic Metropolit
State
e College
State
Coastal
State
Agricultur University
State
an
University
University Georgia University
al College
University College
28
29
30
31
32
33
34
35
Savannah
South
Southern University University Valdosta ycross College
North
State
Georgia Polytechni of Georgia of West
State
Georgia
c State
Georgia University
College & University College
University
State
University
State Colle State UniveState UniveTwo Year CState UniveTwo Year CState UniveState Colle State UniveState Colle Two Year CTwo Year CState UniveState Colle State UniveState Colle Two Year CResearch UTwo Year CRegional U State UniveResearch UState Colle State UniveState Colle Research UState Colle State UniveState UniveTwo Year CState UniveResearch UState UniveRegional Uo Year College
A
A
A
A
A
A
A
A
B
G
B
B
B
B
B
E
B
C
C
F
C
F
H
A
C
C
A
I
H
D
D
G
J
D
B
A
E
F
A
B
I
F
A
G
C
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
Totals
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention programs, career s
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
35
4
29
11
5
3
8
7
7
2
7
4
6
9
1
26
14
13
29
4
15
5
12
4
2
1
1
6
12
7
5
9
4
3
3
1
2
1
35
2
1
1
1
1
1
1
1
1
0
0
0
0
0
1
0
1
1
0
1
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
1
1
1
0
1
0
1
0
0
0
0
0
1
0
1
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
0
1
1
0
1
0
1
1
0
0
1
1
1
1
0
0
0
1
1
0
0
0
0
1
0
1
1
0
0
0
0
0
0
1
0
0
1
0
0
0
1
0
1
1
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
1
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
1
0
0
0
0
1
2
3
4
5
6
7
8
9
Abraham
Albany Armstrong Atlanta
Augusta Bainbridg Clayton College of Columbus
Baldwin
State
Atlantic Metropolit
State
e College
State
Coastal
State
Agricultur University
State
an
University
University Georgia University
al College
University College
10
Dalton
State
College
11
Darton
College
12
East
Georgia
College
1
0
1
0
0
0
1
0
1
0
1
1
0
0
1
1
1
0
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
1
1
1
0
1
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
10
Dalton
State
College
11
Darton
College
12
East
Georgia
College
13
14
15
16
17
18
19
20
21
22
Georgia
Georgia
Fort
Gainesvill Georgia
Georgia
Georgia
Georgia
Georgia
Georgia
Valley
e State College & Gwinnett Highlands Institute of Perimeter Southern Southwest
State
State
College
State
College
College Technolog College University ern State University
University
University
y
University
1
0
1
0
1
0
1
0
0
0
0
0
0
0
0
1
1
0
1
0
0
1
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
1
0
1
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
1
1
0
1
0
1
0
0
1
0
1
1
0
1
0
1
0
1
1
0
0
0
1
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
1
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
1
0
0
1
0
0
1
0
1
1
0
1
1
1
1
0
1
0
1
1
0
0
0
0
1
1
0
0
1
1
1
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
0
1
1
0
0
0
0
0
0
1
1
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
1
1
0
0
1
0
0
0
0
0
0
0
1
1
1
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
1
1
1
1
0
1
1
0
0
0
0
0
0
0
0
1
0
1
1
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
1
0
0
1
0
0
0
0
0
0
1
1
1
0
0
0
0
1
0
0
1
0
0
0
0
1
0
0
1
0
1
0
1
1
0
0
0
0
1
0
1
1
1
1
0
0
1
1
1
0
0
0
0
0
0
13
14
15
16
17
18
19
20
21
22
Georgia
Georgia
Georgia
Georgia
Georgia
Fort
Gainesvill Georgia
Georgia
Georgia
State
Valley
e State College & Gwinnett Highlands Institute of Perimeter Southern Southwest
College Technolog College University ern State University
State
College
State
College
y
University
University
University
23
Gordon
College
24
Kennesaw
State
University
25
Macon
State
College
26
Medical
College of
Georgia
27
Middle
Georgia
College
1
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
1
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
1
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
23
Gordon
College
24
Kennesaw
State
University
25
Macon
State
College
26
Medical
College of
Georgia
27
Middle
Georgia
College
1
0
1
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
1
0
0
1
0
0
0
0
0
1
0
0
0
1
1
0
0
0
0
0
1
0
0
0
0
1
1
1
0
0
0
1
0
0
0
0
0
0
0
0
1
0
1
0
0
1
0
1
0
0
0
0
0
0
0
1
1
0
0
1
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
1
0
1
1
0
1
1
0
1
0
0
0
1
0
0
1
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
1
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
1
0
0
0
0
1
0
0
1
1
1
1
0
1
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
1
0
1
1
0
1
1
1
1
0
1
0
1
0
0
0
0
0
1
0
1
0
0
0
1
0
0
0
1
1
0
0
1
0
0
1
0
1
1
0
0
1
0
1
0
0
0
0
1
0
1
1
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
1
0
0
1
1
1
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
28
29
30
31
32
33
34
35
Savannah
North
South
Southern University University Valdosta ycross College
Georgia
State
Georgia Polytechni of Georgia of West
State
College & University College
c State
Georgia University
State
University
University
State Colle State UniveState UniveTwo Year CState UniveTwo Year CState UniveState Colle State UniveState Colle Two Year CTwo Year CState UniveState Colle State UniveState Colle Two Year CResearch UTwo Year CRegional U State UniveResearch UState Colle State UniveState Colle Research UState Colle State UniveState UniveTwo Year CState UniveResearch UState UniveRegional Uo Year College
A
A
A
A
A
A
A
A
A
A
A
A
A
1
2
3
4
5
6
7
8
24
27
36
39
52
Totals
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time faculty
Part-time, contract, or temporary faculty increases
Layoffs
Health Plan - promote or increase high deductible enrollment
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
Reduce fringe benefits for SFI
Health and TRS Rate Increases
Reduce supplement health insurance for grad students
35
4
29
11
5
3
8
7
4
1
1
35
1
1
1
1
0
0
0
0
0
0
0
0
1
0
4
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
1
0
0
0
0
0
0
0
1
0
4
1
1
1
1
0
1
0
1
0
0
0
1
0
7
1
0
0
1
0
0
1
1
1
0
0
1
0
6
1
0
1
1
0
0
0
0
0
0
0
1
0
4
1
0
1
0
0
0
0
0
0
1
0
1
0
4
1
0
1
0
0
0
1
0
0
0
0
1
0
4
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
0
1
0
0
0
0
0
0
0
1
0
3
1
0
1
0
1
0
1
0
0
0
0
1
0
5
1
0
0
0
0
0
1
0
0
0
0
1
0
3
1
0
1
0
0
1
1
0
1
0
0
1
0
6
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
0
1
0
0
1
1
0
0
1
0
6
1
0
0
0
0
0
0
0
0
0
0
1
0
2
1
0
1
1
1
0
0
1
0
0
0
1
0
6
1
1
1
1
0
1
1
0
0
0
1
1
0
8
1
1
1
0
0
0
0
1
1
0
0
1
0
6
1
0
0
1
0
0
1
0
0
0
0
1
0
4
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
1
0
0
0
1
0
0
0
1
0
5
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
1
0
0
0
0
0
0
0
0
1
0
3
1
0
0
0
1
0
0
0
0
0
0
1
0
3
1
0
1
0
1
0
0
0
0
0
0
1
0
4
1
0
1
1
0
0
0
0
0
0
0
1
0
4
1
0
1
0
0
0
0
1
0
0
0
1
0
4
1
0
1
0
0
0
0
0
0
0
0
1
1
4
1
0
1
1
0
0
1
0
0
0
0
1
0
5
1
0
1
0
0
0
0
0
0
0
0
1
0
3
B
B
B
B
B
B
B
B
B
9
11
12
13
14
15
17
35
40
Program expansion delays
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Library acquisition budget reductions
Close Centers
Reduce teaching and learning support
7
7
4
6
9
1
14
3
2
1
1
1
0
1
0
1
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
1
1
0
0
1
0
0
3
1
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
1
1
1
1
0
0
1
1
0
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
1
0
0
1
0
0
0
0
1
0
0
0
0
1
1
1
0
0
1
0
1
0
0
4
0
0
1
0
0
0
1
0
0
2
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
0
1
1
0
5
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
2
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
1
0
0
0
0
1
0
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
1
0
0
0
0
0
0
0
1
0
0
0
1
0
0
1
0
0
2
0
1
0
1
1
0
1
1
1
6
1
0
0
0
1
0
1
0
0
3
0
0
0
1
0
0
1
0
0
2
C
C
C
C
C
C
18
19
21
25
26
61
Defer maintenance
Operating, equipment or IT budget reductions
Operating hours of services (e.g., library) reductions
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Eliminate phone services
13
29
15
2
1
1
1
0
0
0
0
0
1
0
1
0
0
0
0
1
0
1
1
0
0
0
2
0
0
0
0
0
0
0
1
1
0
0
0
0
2
0
1
0
0
0
0
1
1
1
0
0
0
0
2
0
1
1
1
0
0
3
0
1
0
0
0
0
1
0
1
1
0
0
0
2
0
1
0
0
0
0
1
1
1
1
0
0
0
3
0
1
0
0
0
0
1
0
1
1
0
0
0
2
0
1
1
0
0
0
2
1
1
0
0
0
0
2
0
1
0
0
0
0
1
1
1
1
0
0
0
3
1
1
1
0
0
0
3
1
0
0
0
0
0
1
1
1
0
0
0
0
2
0
1
1
0
0
0
2
1
0
0
0
0
0
1
0
1
0
0
0
0
1
0
1
1
0
0
0
2
0
0
0
0
0
0
0
0
1
1
0
0
0
2
0
1
0
0
0
1
2
0
1
1
0
0
0
2
0
1
0
1
0
0
2
0
1
0
0
0
0
1
1
1
1
0
1
0
4
1
1
1
0
0
0
3
0
0
1
0
0
0
1
1
1
0
0
0
0
2
D
D
D
30
31
34
Auxiliary or athletic funds
Investment Income
User Fees - new or increased fees
7
5
3
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
2
1
1
0
2
0
0
0
0
1
0
0
1
0
1
1
2
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
1
1
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
E
E
16
37
Travel budgets reductions
Research consortium budget decrease
26
2
1
0
1
1
0
1
0
0
0
0
0
0
0
0
0
1
0
1
1
0
1
1
0
1
1
0
1
1
0
1
0
0
0
1
0
1
1
0
1
1
0
1
1
0
1
0
0
0
1
0
1
1
0
1
1
0
1
1
0
1
1
0
1
1
1
2
0
0
0
1
1
2
1
0
1
0
0
0
0
0
0
1
0
1
1
0
1
1
0
1
0
0
0
1
0
1
1
0
1
1
0
1
1
0
1
F
F
F
F
20
22
38
51
Financial management (passing credit card fees to users)
Contingency funds (carry forward savings or funds)
Reduce or eliminate rentals or leases
Implementation of Sallie Mae Tuition Pay
4
5
1
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
0
0
0
1
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
1
1
0
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
G
G
G
10
32
60
Administrative services reductions or restrictions
Across-the-board budget cuts
Reduce quality improvement programs
2
9
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
1
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
1
0
1
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
1
0
1
0
1
1
2
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
H
H
23
29
Student support services reductions (e.g., tutoring, retention programs, career s
Marketing or recruitment budget reductions
12
12
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
1
1
2
1
0
1
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
1
1
1
1
2
0
1
1
0
0
0
1
1
2
0
1
1
1
0
1
1
0
1
1
1
2
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
1
1
2
0
0
0
0
1
1
1
1
2
1
0
1
0
1
1
I
I
28
50
Reduce state funded initiative (SFI) budgets
Redirect salaries to non-state funded accounts (e.g., tuition and grants)
6
1
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
1
0
1
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
1
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
J
33
Efficiency savings or Process Improvements
4
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
1
0
0
0
0
0
0
1
1
0
0
0
0
0
0
0
0
0
0
1
1
1
1
0
0
0
0
0
0
0
0
0
0
0
0
10
Dalton
State
College
11
Darton
College
12
East
Georgia
College
23
Gordon
College
24
Kennesaw
State
University
25
Macon
State
College
26
Medical
College of
Georgia
27
Middle
Georgia
College
1
2
3
4
5
6
7
8
9
Abraham
Albany Armstrong Atlanta
Augusta Bainbridg Clayton College of Columbus
Baldwin
State
Atlantic Metropolit
State
e College
State
Coastal
State
Agricultur University
State
an
University
University Georgia University
al College
University College
A
B
C
D
E
F
G
H
I
J
Personnel - salaries and benefits, furloughs, eliminating or changing positions, layoffs
Instructional
Facilities and equipment - deferring maintenance
Other Income or new fees
Faculty or research support
Financial management
General Operations or Across-the-board cuts
Student support or services
Accounting
Efficiency
13
14
15
16
17
18
19
20
21
22
Fort
Gainesvill Georgia
Georgia
Georgia
Georgia
Georgia
Georgia
Georgia
Georgia
Valley
e State College & Gwinnett Highlands Institute of Perimeter Southern Southwest
State
State
College
State
College
College Technolog College University ern State University
University
University
y
University
28
29
30
31
32
33
34
35
Savannah
South
Southern University University Valdosta ycross College
North
State
Georgia Polytechni of Georgia of West
State
Georgia
c State
Georgia University
College & University College
University
State
University
State Colle State UniveState UniveTwo Year CState UniveTwo Year CState UniveState Colle State UniveState Colle Two Year CTwo Year CState UniveState Colle State UniveState Colle Two Year CResearch UTwo Year CRegional U State UniveResearch UState Colle State UniveState Colle Research UState Colle State UniveState UniveTwo Year CState UniveResearch UState UniveRegional Uo Year College
4
3
3
3
4
7
6
4
4
4
3
3
5
3
6
3
3
6
2
6
8
6
4
3
3
5
3
3
3
4
4
4
4
5
3
5
0
1
0
0
1
3
1
1
5
0
1
1
1
4
2
0
5
0
2
0
1
0
0
0
1
1
1
1
1
1
2
6
3
2
1
1
2
0
2
1
2
3
1
2
1
3
1
2
2
2
1
3
3
1
2
2
1
1
2
0
2
2
2
2
1
4
3
1
2
1
0
0
0
0
0
1
0
0
0
0
1
1
0
0
0
0
2
2
0
1
2
1
0
0
0
0
0
1
0
1
0
1
0
0
1
1
0
0
0
1
1
1
1
1
0
1
1
1
1
0
1
1
1
1
1
2
0
2
1
0
0
1
1
1
0
1
1
1
1
0
0
1
0
0
0
1
0
0
1
0
0
1
0
0
0
0
0
1
0
0
1
1
0
1
0
0
1
0
2
0
0
0
0
0
0
0
0
0
0
0
2
0
0
0
0
1
0
1
0
0
1
0
0
0
1
1
0
1
0
0
1
2
0
1
0
0
0
0
0
0
0
0
0
0
1
2
1
0
0
1
0
0
1
2
1
0
2
1
1
1
2
0
0
0
0
0
0
1
2
0
1
2
1
1
0
0
0
0
1
0
0
0
1
0
0
0
1
0
1
0
1
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
1
0
0
0
0
0
1
1
0
0
0
0
0
0
20
34
Georgia Southern University
Valdosta State University
Regional University
Regional University
11
11
2
A
Personnel
6
5
11
B
Instructional
2
3
5
C
D
E
F
G
H
d equipment - deferringOther Income or new feeaculty or research suppoFinancial managementperations or Across-the-udent support or servic
1
0
1
0
0
1
1
0
1
0
0
1
2
0
2
0
0
2
18
22
26
32
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Research University
Research University
Research University
Research University
20
18
6
12
4
6
6
5
4
21
5
1
1
2
9
3
2
0
4
9
2
2
0
0
4
1
2
0
1
4
0
1
0
0
1
0
1
0
0
1
2
2
0
1
5
0
0
0
0
0
1
1
0
0
2
1
8
10
14
16
23
25
27
Abraham Baldwin Agricultural College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
State College
State College
State College
State College
State College
State College
State College
State College
12
10
13
9
8
7
7
7
8
4
4
4
3
3
4
3
3
28
5
1
5
1
2
0
0
1
15
1
3
2
2
2
1
2
2
15
1
0
0
0
0
1
0
0
2
1
1
1
1
0
0
1
0
5
0
0
1
0
0
1
1
0
3
0
0
0
1
0
0
0
1
2
0
1
0
1
1
0
0
0
3
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
2
3
5
7
9
13
15
21
24
28
29
31
33
Albany State University
Armstrong Atlantic State University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State University
Georgia Southwestern State University
Kennesaw State University
North Georgia College & State University
Savannah State University
Southern Polytechnic State University
University of West Georgia
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
5
7
7
18
8
11
16
14
8
12
10
7
17
13
3
3
4
6
4
5
6
8
3
3
3
4
4
56
0
1
0
3
1
1
4
0
0
1
1
1
6
19
1
2
2
2
1
1
2
2
1
2
2
1
3
22
0
0
0
1
0
1
0
1
0
0
1
1
1
6
1
0
0
1
1
1
1
1
2
1
1
0
1
11
0
1
0
1
0
1
0
0
0
1
0
0
0
4
0
0
0
2
0
0
0
1
1
2
0
0
0
6
0
0
0
2
0
0
2
1
0
0
1
0
2
8
0
0
1
0
1
1
1
0
1
1
0
0
0
6
0
0
0
0
0
0
0
0
0
1
1
0
0
2
4
6
11
12
17
19
30
35
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
3
11
5
10
7
10
13
9
8
3
7
3
3
3
2
4
3
28
0
1
0
1
0
0
1
2
5
0
1
1
3
1
3
2
2
13
0
0
0
1
0
2
0
0
3
0
1
0
1
1
1
1
1
6
0
0
0
0
0
1
2
0
3
0
0
0
1
1
0
1
0
3
0
1
1
0
0
1
2
1
6
0
0
0
0
1
0
0
0
1
0
0
0
0
0
0
0
0
0
B
Instructional
18.2%
27.3%
I
Accounting
0.0%
0.0%
J
Efficiency
0.0%
0.0%
C
D
E
F
G
H
d equipment - deferringOther Income or new feeaculty or research suppoFinancial managementperations or Across-the-udent support or servic
9.1%
0.0%
9.1%
0.0%
0.0%
9.1%
9.1%
0.0%
9.1%
0.0%
0.0%
9.1%
I
Accounting
0
0
0
J
Efficiency
0
0
0
20
34
Georgia Southern University
Valdosta State University
Regional University
Regional University
A
Personnel
54.5%
45.5%
18
22
26
32
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Research University
Research University
Research University
Research University
30.0%
33.3%
83.3%
33.3%
25.0%
5.6%
16.7%
16.7%
15.0%
11.1%
0.0%
33.3%
10.0%
11.1%
0.0%
0.0%
5.0%
11.1%
0.0%
8.3%
0.0%
5.6%
0.0%
0.0%
0.0%
5.6%
0.0%
0.0%
10.0%
11.1%
0.0%
8.3%
0.0%
0.0%
0.0%
0.0%
5.0%
5.6%
0.0%
0.0%
1
8
10
14
16
23
25
27
Abraham Baldwin Agricultural College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
State College
State College
State College
State College
State College
State College
State College
State College
33.3%
40.0%
30.8%
33.3%
37.5%
57.1%
42.9%
42.9%
41.7%
10.0%
38.5%
11.1%
25.0%
0.0%
0.0%
14.3%
8.3%
30.0%
15.4%
22.2%
25.0%
14.3%
28.6%
28.6%
8.3%
0.0%
0.0%
0.0%
0.0%
14.3%
0.0%
0.0%
8.3%
10.0%
7.7%
11.1%
0.0%
0.0%
14.3%
0.0%
0.0%
0.0%
7.7%
0.0%
0.0%
14.3%
14.3%
0.0%
0.0%
0.0%
0.0%
11.1%
0.0%
0.0%
0.0%
14.3%
0.0%
10.0%
0.0%
11.1%
12.5%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2
3
5
7
9
13
15
21
24
28
29
31
33
Albany State University
Armstrong Atlantic State University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State University
Georgia Southwestern State University
Kennesaw State University
North Georgia College & State University
Savannah State University
Southern Polytechnic State University
University of West Georgia
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
60.0%
42.9%
57.1%
33.3%
50.0%
45.5%
37.5%
57.1%
37.5%
25.0%
30.0%
57.1%
23.5%
0.0%
14.3%
0.0%
16.7%
12.5%
9.1%
25.0%
0.0%
0.0%
8.3%
10.0%
14.3%
35.3%
20.0%
28.6%
28.6%
11.1%
12.5%
9.1%
12.5%
14.3%
12.5%
16.7%
20.0%
14.3%
17.6%
0.0%
0.0%
0.0%
5.6%
0.0%
9.1%
0.0%
7.1%
0.0%
0.0%
10.0%
14.3%
5.9%
20.0%
0.0%
0.0%
5.6%
12.5%
9.1%
6.3%
7.1%
25.0%
8.3%
10.0%
0.0%
5.9%
0.0%
14.3%
0.0%
5.6%
0.0%
9.1%
0.0%
0.0%
0.0%
8.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
11.1%
0.0%
0.0%
0.0%
7.1%
12.5%
16.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
11.1%
0.0%
0.0%
12.5%
7.1%
0.0%
0.0%
10.0%
0.0%
11.8%
0.0%
0.0%
14.3%
0.0%
12.5%
9.1%
6.3%
0.0%
12.5%
8.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
8.3%
10.0%
0.0%
0.0%
4
6
11
12
17
19
30
35
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
100.0%
63.6%
60.0%
30.0%
42.9%
20.0%
30.8%
33.3%
0.0%
9.1%
0.0%
10.0%
0.0%
0.0%
7.7%
22.2%
0.0%
9.1%
20.0%
30.0%
14.3%
30.0%
15.4%
22.2%
0.0%
0.0%
0.0%
10.0%
0.0%
20.0%
0.0%
0.0%
0.0%
9.1%
0.0%
10.0%
14.3%
10.0%
7.7%
11.1%
0.0%
0.0%
0.0%
0.0%
0.0%
10.0%
15.4%
0.0%
0.0%
0.0%
0.0%
10.0%
14.3%
0.0%
7.7%
0.0%
0.0%
9.1%
20.0%
0.0%
0.0%
10.0%
15.4%
11.1%
0.0%
0.0%
0.0%
0.0%
14.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Institution
Type of Institution
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Research University
Research University
Research University
Research University
Georgia Southern University
Valdosta State University
Albany State University
Armstrong Atlantic State
University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State
University
Georgia Southwestern State
University
Kennesaw State University
North Georgia College & State
University
Savannah State University
Southern Polytechnic State
University
University of West Georgia
Abraham Baldwin Agricultural
College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Institution
Totals
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Regional University
Regional University
State University
State University
State University
State University
State University
State University
Total cuts
$18,839,740
$17,429,596
$12,912,803
$28,307,692
Personnel
Instructional
Facilities and
equipment
Faculty and
Research
Support
Financial
Management
Across-the-Board Student support anReallocation of
cuts
state funded to
other accounts
Efficiency savings
or Process
Improvements
80.4%
64.3%
91.2%
78.7%
78.6%
0.5%
2.9%
8.8%
0.0%
3.0%
8.8%
4.8%
0.0%
15.8%
7.3%
3.5%
6.4%
0.0%
5.2%
3.8%
4.0%
13.7%
0.0%
0.0%
4.4%
0.0%
0.0%
0.0%
0.0%
0.0%
2.8%
0.3%
0.0%
0.3%
0.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
7.6%
0.0%
0.0%
1.9%
100.0%
79.2%
91.0%
85.1%
5.5%
2.3%
3.9%
7.1%
1.1%
4.1%
8.2%
4.2%
6.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.4%
0.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100.0%
$1,779,925
$2,530,157
77.1%
56.9%
0.0%
23.8%
20.3%
11.3%
2.5%
0.0%
0.0%
7.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$2,245,234
$2,005,071
$2,915,200
$1,787,457
$2,666,604
63.0%
45.2%
72.3%
40.5%
44.2%
0.0%
11.2%
0.0%
0.0%
0.0%
22.3%
34.9%
19.9%
22.9%
7.0%
0.0%
4.2%
0.7%
20.4%
0.0%
14.7%
3.7%
0.0%
16.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.5%
0.0%
0.0%
0.0%
0.0%
0.0%
7.1%
0.0%
48.8%
0.0%
0.2%
0.0%
0.0%
0.0%
$1,005,686
64.3%
0.0%
27.8%
2.0%
6.0%
0.0%
0.0%
0.0%
0.0%
$6,777,192
$2,052,516
54.6%
42.5%
0.0%
0.5%
43.1%
6.4%
2.0%
1.2%
0.0%
14.6%
0.0%
25.7%
0.0%
2.7%
0.3%
1.2%
0.0%
5.2%
$1,570,727
$1,771,493
36.1%
81.3%
10.2%
2.6%
22.9%
15.3%
2.8%
0.0%
12.7%
0.8%
0.0%
0.0%
3.2%
0.0%
0.5%
0.0%
11.6%
0.0%
$3,889,276
62.1%
56.9%
5.2%
4.1%
12.5%
20.5%
7.5%
3.3%
0.0%
5.9%
0.0%
2.0%
12.7%
1.5%
0.0%
4.5%
0.0%
1.3%
$1,137,982
62.5%
13.9%
4.4%
12.6%
6.6%
0.0%
0.0%
0.0%
0.0%
$1,118,494
$1,144,490
$1,612,689
$2,685,359
$958,500
$1,707,933
$1,465,952
69.4%
34.6%
54.0%
55.4%
71.8%
64.8%
77.3%
61.2%
6.7%
25.3%
5.0%
5.6%
0.0%
0.0%
14.3%
8.8%
20.9%
17.6%
38.1%
16.8%
0.0%
14.6%
8.4%
15.1%
3.0%
15.5%
1.7%
18.6%
0.0%
3.8%
0.0%
6.9%
0.0%
5.7%
0.0%
0.0%
28.2%
16.7%
0.0%
7.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.3%
1.2%
3.6%
0.0%
0.0%
0.0%
0.8%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100.0%
100.0%
72.8%
61.6%
84.7%
59.8%
33.7%
33.4%
52.9%
62.4%
0.0%
11.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.5%
0.0%
13.4%
38.4%
13.3%
8.6%
13.9%
22.2%
32.0%
17.7%
0.0%
2.2%
0.0%
0.8%
8.6%
4.2%
14.9%
10.6%
5.2%
0.0%
0.0%
0.0%
1.2%
0.0%
46.1%
21.6%
0.0%
8.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
15.3%
2.1%
2.4%
4.4%
3.0%
0.0%
0.0%
0.0%
0.0%
7.6%
0.0%
0.0%
0.0%
1.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
5.6%
0.0%
0.7%
100.0%
$7,038,412
$4,256,000
State University
State University
State University
State University
State University
State University
State University
State College
State College
State College
State College
State College
State College
State College
State College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Type of Institution
Research University
Research University
Research University
Research University
Research University
$653,846
$745,504
$1,266,849
$501,724
$1,161,887
$4,744,663
$630,404
$326,773
Total cuts
Personnel
Instructional
Facilities and
equipment
Faculty and
Research
Support
Financial
Management
Across-the-Board Student support anReallocation of
state funded to
cuts
other accounts
Efficiency savings
or Process
Improvements
Total cuts
$18,839,740
$17,429,596
$12,912,803
$28,307,692
A
80.4%
64.3%
91.2%
78.7%
78.6%
B
0.5%
2.9%
8.8%
0.0%
3.0%
C
8.8%
4.8%
0.0%
15.8%
7.3%
E
3.5%
6.4%
0.0%
5.2%
3.8%
F
4.0%
13.7%
0.0%
0.0%
4.4%
G
0.0%
0.0%
0.0%
0.0%
0.0%
H
2.8%
0.3%
0.0%
0.3%
0.9%
I
0.0%
0.0%
0.0%
0.0%
0.0%
J
0.0%
7.6%
0.0%
0.0%
1.9%
Georgia Southern University
Valdosta State University
Regional University
Regional University
Regional University
$7,038,412
$4,256,000
79.2%
91.0%
85.1%
5.5%
2.3%
3.9%
7.1%
1.1%
4.1%
8.2%
4.2%
6.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.4%
0.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Albany State University
Armstrong Atlantic State
University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State
University
Georgia Southwestern State
University
Kennesaw State University
North Georgia College & State
University
Savannah State University
Southern Polytechnic State
University
University of West Georgia
State University
$1,779,925
$2,530,157
77.1%
56.9%
0.0%
23.8%
20.3%
11.3%
2.5%
0.0%
0.0%
7.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
$2,245,234
$2,005,071
$2,915,200
$1,787,457
$2,666,604
63.0%
45.2%
72.3%
40.5%
44.2%
0.0%
11.2%
0.0%
0.0%
0.0%
22.3%
34.9%
19.9%
22.9%
7.0%
0.0%
4.2%
0.7%
20.4%
0.0%
14.7%
3.7%
0.0%
16.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.5%
0.0%
0.0%
0.0%
0.0%
0.0%
7.1%
0.0%
48.8%
0.0%
0.2%
0.0%
0.0%
0.0%
$1,005,686
64.3%
0.0%
27.8%
2.0%
6.0%
0.0%
0.0%
0.0%
0.0%
$6,777,192
$2,052,516
54.6%
42.5%
0.0%
0.5%
43.1%
6.4%
2.0%
1.2%
0.0%
14.6%
0.0%
25.7%
0.0%
2.7%
0.3%
1.2%
0.0%
5.2%
$1,570,727
$1,771,493
36.1%
81.3%
10.2%
2.6%
22.9%
15.3%
2.8%
0.0%
12.7%
0.8%
0.0%
0.0%
3.2%
0.0%
0.5%
0.0%
11.6%
0.0%
$3,889,276
62.1%
56.9%
5.2%
4.1%
12.5%
20.5%
7.5%
3.3%
0.0%
5.9%
0.0%
2.0%
12.7%
1.5%
0.0%
4.5%
0.0%
1.3%
$1,137,982
62.5%
13.9%
4.4%
12.6%
6.6%
0.0%
0.0%
0.0%
0.0%
$1,118,494
$1,144,490
$1,612,689
$2,685,359
$958,500
$1,707,933
$1,465,952
69.4%
34.6%
54.0%
55.4%
71.8%
64.8%
77.3%
61.2%
6.7%
25.3%
5.0%
5.6%
0.0%
0.0%
14.3%
8.8%
20.9%
17.6%
38.1%
16.8%
0.0%
14.6%
8.4%
15.1%
3.0%
15.5%
1.7%
18.6%
0.0%
3.8%
0.0%
6.9%
0.0%
5.7%
0.0%
0.0%
28.2%
16.7%
0.0%
7.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.3%
1.2%
3.6%
0.0%
0.0%
0.0%
0.8%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100.0%
72.8%
61.6%
84.7%
59.8%
33.7%
33.4%
52.9%
62.4%
0.0%
11.7%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1.5%
0.0%
13.4%
38.4%
13.3%
8.6%
13.9%
22.2%
32.0%
17.7%
0.0%
2.2%
0.0%
0.8%
8.6%
4.2%
14.9%
10.6%
5.2%
0.0%
0.0%
0.0%
1.2%
0.0%
46.1%
21.6%
0.0%
8.6%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
15.3%
2.1%
2.4%
4.4%
3.0%
0.0%
0.0%
0.0%
0.0%
7.6%
0.0%
0.0%
0.0%
1.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
5.6%
0.0%
0.7%
Abraham Baldwin Agricultural
College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State College
State College
State College
State College
State College
State College
State College
State College
State College
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
$653,846
$745,504
$1,266,849
$501,724
$1,161,887
$4,744,663
$630,404
$326,773
Institution
Type of Institution
Total cuts
Totals
Total cuts
Research University
Regional University
State University
State College
Two Year College
Personnel
A
78.6%
85.1%
56.9%
61.2%
62.4%
Instructional
B
3.0%
3.9%
4.1%
8.8%
1.5%
Research University Regional UniversityState University
Budget Category
Personnel
78.6%
85.1%
56.9%
Instructional
3.0%
3.9%
4.1%
Facilities and equipment
7.3%
4.1%
20.5%
Faculty and Research Support
3.8%
6.2%
3.3%
Financial Management
4.4%
0.0%
5.9%
Across-the-Board cuts
0.0%
0.0%
2.0%
Student support and Recruitment
0.9%
0.7%
1.5%
Reallocation of state funded
0.0%
0.0%
4.5%
activity to other accounts
Efficiency savings or Process
1.9%
0.0%
1.3%
Improvements
Facilities and
equipment
C
7.3%
4.1%
20.5%
15.1%
17.7%
State College
61.2%
8.8%
15.1%
6.9%
7.1%
0.0%
0.8%
0.0%
0.0%
Faculty and
Research
Support
E
3.8%
6.2%
3.3%
6.9%
5.2%
Two Year College
62.4%
1.5%
17.7%
5.2%
8.6%
0.0%
3.0%
1.0%
0.7%
Financial
Management
F
4.4%
0.0%
5.9%
7.1%
8.6%
Across-the-Board Student support anReallocation of
cuts
state funded to
other accounts
G
0.0%
0.0%
2.0%
0.0%
0.0%
H
0.9%
0.7%
1.5%
0.8%
3.0%
I
0.0%
0.0%
4.5%
0.0%
1.0%
Efficiency savings
or Process
Improvements
J
1.9%
0.0%
1.3%
0.0%
0.7%
100.0%
Institution
Type of Institution
FY10 Budget
Total cuts
Percentage of
total budget
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Personnel
Instructional
Facilities and Faculty and
equipment
Research
Support
Financial
Across-theManagement Board cuts
Student
support and
Recruitment
Reallocation of Efficiency
state funded to savings or
other accounts Process
Improvements
Research University
Research University
Research University
Research University
$1,029,083,687
$616,140,855
$632,550,307
$1,149,539,821
$18,839,740
$17,429,596
$12,912,803
$28,307,692
1.8%
2.8%
2.0%
2.5%
1.5%
1.8%
1.9%
1.9%
1.8%
0.0%
0.1%
0.2%
0.0%
0.1%
0.2%
0.1%
0.0%
0.4%
0.2%
0.1%
0.2%
0.0%
0.1%
0.1%
0.1%
0.4%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
0.0%
0.1%
Georgia Southern University
Valdosta State University
Regional University
Regional University
$254,285,433
$168,993,495
$7,038,412
$4,256,000
2.8%
2.5%
2.2%
2.3%
2.2%
0.2%
0.1%
0.1%
0.2%
0.0%
0.1%
0.2%
0.1%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Albany State University
Armstrong Atlantic State University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State University
Georgia Southwestern State University
Kennesaw State University
North Georgia College & State University
Savannah State University
Southern Polytechnic State University
University of West Georgia
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
$68,520,234
$81,574,452
$69,682,599
$77,160,680
$92,523,621
$75,871,729
$100,853,165
$40,152,001
$246,630,494
$70,977,629
$66,121,168
$62,384,112
$138,303,054
$1,779,925
$2,530,157
$2,245,234
$2,005,071
$2,915,200
$1,787,457
$2,666,604
$1,005,686
$6,777,192
$2,052,516
$1,570,727
$1,771,493
$3,889,276
2.6%
3.1%
3.2%
2.6%
3.2%
2.4%
2.6%
2.5%
2.7%
2.9%
2.4%
2.8%
2.8%
2.0%
1.8%
2.0%
1.2%
2.3%
1.0%
1.2%
1.6%
1.5%
1.2%
0.9%
2.3%
1.7%
1.6%
0.0%
0.7%
0.0%
0.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.2%
0.1%
0.1%
0.1%
0.5%
0.4%
0.7%
0.9%
0.6%
0.5%
0.2%
0.7%
1.2%
0.2%
0.5%
0.4%
0.4%
0.6%
0.1%
0.0%
0.0%
0.1%
0.0%
0.5%
0.0%
0.0%
0.1%
0.0%
0.1%
0.0%
0.2%
0.1%
0.0%
0.2%
0.5%
0.1%
0.0%
0.4%
0.0%
0.1%
0.0%
0.4%
0.3%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.7%
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.1%
0.0%
0.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
1.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
0.3%
0.0%
0.0%
0.0%
Abraham Baldwin Agricultural College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
State College
State College
State College
State College
State College
State College
State College
State College
$37,517,510
$29,002,450
$38,328,003
$58,567,349
$43,417,781
$38,866,862
$51,020,967
$46,521,162
$1,137,982
$1,118,494
$1,144,490
$1,612,689
$2,685,359
$958,500
$1,707,933
$1,465,952
3.0%
3.9%
3.0%
2.8%
6.2%
2.5%
3.3%
3.2%
1.9%
2.7%
1.0%
1.5%
3.4%
1.8%
2.2%
2.4%
2.1%
0.4%
0.3%
0.8%
0.1%
0.3%
0.0%
0.0%
0.4%
0.3%
0.1%
0.8%
0.5%
1.0%
1.0%
0.0%
0.5%
0.3%
0.5%
0.4%
0.1%
0.5%
0.0%
1.2%
0.0%
0.1%
0.0%
0.3%
0.2%
0.0%
0.2%
0.0%
0.0%
0.7%
0.6%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
$23,048,501
$24,937,274
$38,545,413
$18,224,556
$29,526,272
$150,800,874
$21,352,172
$8,293,142
$653,846
$745,504
$1,266,849
$501,724
$1,161,887
$4,744,663
$630,404
$326,773
2.8%
3.0%
3.3%
2.8%
3.9%
3.1%
3.0%
3.9%
3.0%
2.8%
2.2%
2.0%
2.3%
2.4%
1.1%
1.0%
2.1%
2.0%
0.0%
0.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.4%
1.3%
0.4%
0.3%
0.4%
0.7%
1.3%
0.6%
0.0%
0.1%
0.0%
0.0%
0.3%
0.1%
0.4%
0.4%
0.2%
0.0%
0.0%
0.0%
0.0%
0.0%
1.4%
0.6%
0.0%
0.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.6%
0.1%
0.1%
0.2%
0.1%
0.0%
0.0%
0.0%
0.0%
0.3%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.2%
0.0%
0.0%
USG No. Number
20
1
7
2
8
3
28
4
9
5
29
6
10
7
21
8
11
9
22
10
30
11
31
12
12
13
23
14
13
15
24
16
32
17
1
18
33
19
5
20
14
21
2
22
25
23
15
24
26
25
3
26
27
27
16
28
17
29
34
30
18
31
4
32
19
33
6
34
35
35
36
Institution
Abraham Baldwin Agricultural College
Albany State University
Armstrong Atlantic State University
Atlanta Metropolitan College
Augusta State University
Bainbridge College
Clayton State University
College of Coastal Georgia
Columbus State University
Dalton State College
Darton College
East Georgia College
Fort Valley State University
Gainesville State College
Georgia College & State University
Georgia Gwinnett College
Georgia Highlands College
Georgia Institute of Technology
Georgia Perimeter College
Georgia Southern University
Georgia Southwestern State University
Georgia State University
Gordon College
Kennesaw State University
Macon State College
Medical College of Georgia
Middle Georgia College
North Georgia College & State University
Savannah State University
South Georgia College
Southern Polytechnic State University
University of Georgia
University of West Georgia
Valdosta State University
Waycross College
Skidaway
Other units
Type of Institution
State College
State University
State University
Two Year College
State University
Two Year College
State University
State College
State University
State College
Two Year College
Two Year College
State University
State College
State University
State College
Two Year College
Research University
Two Year College
Regional University
State University
Research University
State College
State University
State College
Research University
State College
State University
State University
Two Year College
State University
Research University
State University
Regional University
Two Year College
Research Unit
Other units
Students 1999
2609
3356
5668
1887
5405
1279
4449
1999
4911
3051
2674
1310
2658
3036
5027
0
2039
14074
14091
14476
2569
23410
2758
13158
3742
2409
2064
3525
2153
1226
3631
30912
8670
8729
851
203,806
Total StudentsFall 2007Total students Fal% change 2007-2008 % change 99-08
3665
3600
-1.77%
37.98%
4033
4176
3.55%
24.43%
6848
7067
3.20%
24.68%
1882
2241
19.08%
18.76%
6588
6689
1.53%
23.76%
2661
3091
16.16%
141.67%
6043
6074
0.51%
36.53%
2942
2932
-0.34%
46.67%
7593
7951
4.71%
61.90%
4532
4957
9.38%
62.47%
4760
5019
5.44%
87.70%
1987
2555
28.59%
95.04%
2568
3106
20.95%
16.85%
7474
8238
10.22%
171.34%
6249
6506
4.11%
29.42%
788
1563
98.35%
4346
4690
7.92%
130.01%
18747
19494
3.98%
38.51%
21473
22808
6.22%
61.86%
16841
17764
5.48%
22.71%
2405
2717
12.97%
5.76%
27134
28229
4.04%
20.59%
3703
3855
4.10%
39.78%
20607
21449
4.09%
63.01%
6464
6431
-0.51%
71.86%
2862
2919
1.99%
21.17%
3444
3434
-0.29%
66.38%
5227
5500
5.22%
56.03%
3169
3453
8.96%
60.38%
1756
1864
6.15%
52.04%
4460
4818
8.03%
32.69%
33831
34180
1.03%
10.57%
10677
11252
5.39%
29.78%
11280
11490
1.86%
31.63%
989
936
-5.36%
9.99%
270,028
283,048
8.71%
50.12%
Average annual growth Graduate Student Undergraduates Total employees Faculty 2008
3.80%
0
3600
271
90
2.44%
427
3749
555
143
2.47%
778
6289
594
212
1.88%
0
2241
170
42
2.38%
960
5729
614
201
14.17%
0
3091
186
48
3.65%
69
6005
598
178
4.67%
0
2932
210
61
6.19%
1045
6906
730
233
6.25%
0
4957
296
117
8.77%
0
5019
269
115
9.50%
0
2555
133
47
1.69%
95
3011
663
97
17.13%
0
8238
407
162
2.94%
930
5576
817
219
0
1563
256
112
13.00%
0
4690
274
95
3.85%
6177
13317
6125
867
6.19%
0
22808
1186
376
2.27%
1986
15778
1947
587
0.58%
184
2533
264
95
2.06%
7245
20984
3744
1098
3.98%
0
3855
252
98
6.30%
2335
19114
1806
599
7.19%
0
6431
397
164
2.12%
2267
652
4130
529
6.64%
0
3434
355
118
5.60%
695
4805
575
178
6.04%
128
3325
434
130
5.20%
0
1864
159
39
3.27%
523
4295
444
153
1.06%
8496
25684
10650
1592
2.98%
1835
9417
1101
335
3.16%
1552
9938
1252
419
1.00%
0
936
76
23
5.01%
1,078
7,009
1,198
273
Other instructiona Non-instructional Students per facu FY08 Budget in 2007 $FY09 Budget in 2008 $ FY10 Budget in 2009 $ FY10 in 2007 $
5
176
40.00
34,713,747
38,767,113
37,517,510
36,016,810
9
403
29.20
67,036,491
68,758,694
68,520,234
65,779,425
38
344
33.33
72,402,796
77,489,740
81,574,452
78,311,474
5
123
53.36
18,079,646
20,357,827
23,048,501
22,126,561
22
391
33.28
64,519,276
68,409,187
69,682,599
66,895,295
23
115
64.40
20,685,726
23,024,153
24,937,274
23,939,783
15
405
34.12
64,305,322
72,315,079
77,160,680
74,074,253
20
129
48.07
28,279,049
29,040,223
29,002,450
27,842,352
29
468
34.12
82,375,241
85,738,838
92,523,621
88,822,676
13
166
42.37
35,646,127
34,261,829
38,328,003
36,794,883
1
153
43.64
38,727,580
39,513,863
38,545,413
37,003,596
1
85
54.36
14,611,071
17,030,428
18,224,556
17,495,574
18
548
32.02
63,766,483
69,497,740
75,871,729
72,836,860
27
218
50.85
38,990,454
52,820,243
58,567,349
56,224,655
45
553
29.71
87,385,660
97,703,972
100,853,165
96,819,038
2
142
13.96
28,317,467
41,750,093
43,417,781
41,681,070
25
154
49.37
25,943,656
27,883,783
29,526,272
28,345,221
129
5129
22.48
930,610,568
1,006,723,168
1,029,083,687
987,920,340
113
697
60.66
138,837,508
145,130,418
150,800,874
144,768,839
148
1212
30.26
224,406,386
239,462,805
254,285,433
244,114,016
7
162
28.60
34,808,254
34,924,991
40,152,001
38,545,921
106
2540
25.71
547,728,823
595,215,490
616,140,855
591,495,221
8
146
39.34
29,826,546
35,342,061
38,866,862
37,312,188
65
1142
35.81
188,979,739
221,666,036
246,630,494
236,765,274
14
219
39.21
48,396,283
52,336,233
51,020,967
48,980,128
67
3534
5.52
587,582,710
609,618,400
632,550,307
607,248,295
2
235
29.10
40,030,660
45,838,911
46,521,162
44,660,316
38
359
30.90
60,816,612
66,940,563
70,977,629
68,138,524
22
282
26.56
53,543,237
58,121,042
66,121,168
63,476,321
0
120
47.79
16,457,756
20,343,034
21,352,172
20,498,085
12
279
31.49
51,237,001
88,002,074
62,384,112
59,888,748
930
8128
21.47
1,098,834,740
1,134,179,199
1,149,539,821
1,103,558,228
76
690
33.59
135,065,420
128,716,353
138,303,054
132,770,932
53
780
27.42
137,102,875
157,459,406
168,993,495
162,233,755
0
53
40.70
7,494,826
8,253,300
8,293,142
7,961,416
843,070
6,098,686
2,198,683
2,110,736
127,703,527
101,997,620
93,646,607
89,900,743
60
865
36.1
5,246,092,333
5,620,732,595
5,795,164,114
5,563,357,549
Totals and Averages
Max
Min
Average
30912
0
5823.028571
33831
788
7715.085714
34180
936
8087.085714
0.983502538
-0.053589484
0.087124409
1.713438735
0.057609965
0.501166301
0.171343874
0.005760996
0.05011663
8496
0
1077.914286
25684
652
7009.171429
10650
76
1198.285714
1592
23
273.4857143
930
0
59.65714286
8128
53
865.1428571
64.39583333
5.517958412
36.07927863
5246092333
0
1098834740
7494826
146215592.5
5620732595
0
1134179199
8253300
157503894
5,795,164,114.00
1,149,539,821.00
8,293,142.00
162,837,680.69
1,103,558,228.16
7,961,416.32
156,324,173.46
Growth in 2007 $
1,303,063
-1,257,066
5,908,678
4,046,915
2,376,019
3,254,057
9,768,931
-436,697
6,447,435
1,148,756
-1,723,984
2,884,503
9,070,377
17,234,201
9,433,378
13,363,603
2,401,565
57,309,772
5,931,331
19,707,630
3,737,667
43,766,398
7,485,642
47,785,535
583,845
19,665,585
4,629,656
7,321,912
9,933,084
4,040,329
8,651,747
4,723,488
-2,294,488
25,130,880
466,590
1,267,666
86,304,713
441,372,714
57,309,771.52
(2,294,488.16)
10,108,581.00
Percent growth 2008-20 Level 1 - 4% budget cutBudget cut per studenLevel 2 - 6% budget cut
3.75%
652,146
181
284,495
-1.88%
1,019,572
244
444,982
8.16%
1,449,956
205
632,540
22.38%
374,704
167
163,461
3.68%
1,286,688
192
561,308
15.73%
432,552
140
181,056
15.19%
1,149,055
189
501,267
-1.54%
640,980
219
279,624
7.83%
1,663,289
209
728,800
3.22%
657,245
133
286,122
-4.45%
725,995
145
316,712
19.74%
287,514
113
125,431
14.22%
1,022,446
329
446,864
44.20%
924,185
112
403,168
10.80%
1,333,302
205
666,651
47.19%
1,517,679
971
671,340
9.26%
665,843
142
294,230
6.16%
10,756,188
552
4,709,935
4.27%
2,719,059
119
1,186,166
8.78%
4,033,521
227
1,759,603
10.74%
576,331
212
251,421
7.99%
8,714,798
309
4,357,399
25.10%
546,000
142
240,000
25.29%
3,882,433
181
1,694,297
1.21%
978,759
152
426,983
3.35%
7,412,534
2,539
3,228,200
11.57%
836,185
244
366,488
12.04%
1,176,548
214
513,129
18.55%
896,045
259
392,682
24.55%
361,270
194
157,601
16.89%
1,015,202
211
442,873
0.43%
16,053,556
470
6,694,512
-1.70%
2,229,703
198
975,975
18.33%
2,439,000
212
1,064,000
6.23%
187,263
200
85,449
150.36%
45,826
19,990
-29.60%
14.54%
301
0.47
(0.04)
0.12
16,053,556
187,263
2,303,358
2,539
112
301
6,694,512
85,449
1,015,279
Total Level 2
936,641
1,464,554
2,082,496
538,165
1,847,996
613,608
1,650,322
920,604
2,392,089
943,367
1,042,707
412,945
1,469,310
1,327,353
1,999,953
2,189,019
960,073
15,466,123
3,905,225
5,793,124
827,752
13,072,197
786,000
5,576,730
1,405,742
10,640,734
1,202,673
1,689,677
1,288,727
518,871
1,458,075
22,748,068
3,205,678
3,503,000
272,712
65,816
Budget cut per sLevel 3 - 8% budget cut
260
201,341
351
315,371
295
447,661
240
115,681
276
397,238
199
131,896
272
354,749
314
197,890
301
523,111
190
201,123
208
224,142
162
88,779
473
318,147
161
285,336
307
666,651
1,401
496,340
205
201,814
793
3,373,617
171
839,438
326
1,245,288
305
177,934
463
4,357,399
204
172,500
260
1,200,462
219
302,191
3,645
2,272,069
350
263,279
307
362,839
373
282,000
278
111,533
303
313,418
666
5,559,624
285
683,598
305
753,000
291
54,061
14,147
Total Level 3
1,137,982
1,779,925
2,530,157
653,846
2,245,234
745,504
2,005,071
1,118,494
2,915,200
1,144,490
1,266,849
501,724
1,787,457
1,612,689
2,666,604
2,685,359
1,161,887
18,839,740
4,744,663
7,038,412
1,005,686
17,429,596
958,500
6,777,192
1,707,933
12,912,803
1,465,952
2,052,516
1,570,727
630,404
1,771,493
28,307,692
3,889,276
4,256,000
326,773
79,963
433
min
max
22,748,068
272,712
3,318,637
161
3,645
3,645
161
433
Budget cut per student
316
426
358
292
336
241
330
381
367
231
252
196
575
196
410
1,718
248
966
208
396
370
617
249
316
266
4,424
427
373
455
338
368
828
346
370
349
530
5,559,624
54,061
785,472
min
max
28,307,692
326,773
4,104,109
196
4,424
4,424
196
530
State appropriatio Tuition
Sponsored
Federal Stimulus SFI
Research ConsortRevenues
_Percent state appropri Foundations and CompFurlough Days 4% Furlough Days 6%
14,217,875
5,607,640
6,100,000
765,173
6,899
27,555,087
51.60%
13,454,058
6
4 additional
21,875,069
13,150,744
18,000,000
1,170,228
373,990
56,262,756
38.88%
6,234,087
6
31,608,766
19,739,647
10,589,021
1,700,102
18,193
66,788,301
47.33%
5,098,474
6
8,171,569
4,445,689
6,301,981
433,480
1,500
20,214,719
40.42%
6
28,061,403
19,331,724
8,405,958
1,513,641
3,973
60,068,099
46.72%
29,840,354
6
9,317,956
4,514,188
8,100,000
489,805
844
23,356,893
39.89%
189,173
6
25,055,807
18,740,000
13,946,957
1,328,107
7,583
64,661,753
38.75%
13,065,503
6
13,977,088
4,200,000
5,000,000
575,053
4,090
24,806,231
56.35%
8,960,391
6
36,433,487
22,422,803
9,085,826
1,958,558
6,520
77,347,914
47.10%
70,366,275
6
14,304,373
8,234,130
8,887,421
746,513
1,747
33,582,458
42.59%
29,646,445
6
15,828,538
7,600,350
8,102,250
847,913
7,072
33,975,307
46.59%
6
6,261,485
4,605,927
5,700,000
320,069
10,055
17,350,026
36.09%
6
20,805,492
10,737,769
25,410,000
1,096,725
1,537,721
60,764,806
34.24%
6,252,497
6
20,155,871
18,877,227
4,826,296
1,060,954
2,523
48,994,971
41.14%
12,821,287
6
32,031,919
28,626,375
6,887,137
1,709,390
1,300,631
75,519,962
42.42%
4,126,330
6
15,929,738
6,600,000
600,147
17,637,246
41,179,631
38.68%
6
14,514,579
8,002,200
3,500,000
780,967
9,013
28,273,149
51.34%
1,716,002
6
227,642,321
181,217,379
325,000,000
12,286,715
159,106
7,695,318
860,751,839
26.45%
1,342,261,893
6
5,933,239
46,805,500
25,000,000
3,264,106
5,053
140,965,793
4.21%
7,297,253
6
87,945,777
56,836,968
20,000,000
4,746,211
34,373
183,018,938
48.05%
54,416,825
6
12,565,688
7,977,000
9,935,961
682,291
5,386
32,175,326
39.05%
24,404,159
6
204,063,564
140,372,883
105,000,000
10,936,603
36,830
13,769,545
531,148,175
38.42%
159,584,524
6
2 additional
11,964,210
7,026,091
7,753,719
654,095
4,246
28,367,861
42.18%
7,505,942
6
84,429,426
76,125,093
17,772,907
4,435,950
15,509
270,000
200,352,294
42.14%
20,132,629
6
21,331,791
11,228,733
9,859,937
1,125,727
17,376
46,086,966
46.29%
7,781,657
6
152,912,140
30,021,948
383,999,617
7,648,997
13,497,901
619,080,926
24.70%
465,473,547
6
18,303,633
6,606,500
6,577,137
915,185
20,770
34,744,300
52.68%
4,766,315
6
25,027,826
15,568,481
5,380,624
1,340,158
628,627
51,144,005
48.94%
26,649,003
6
19,259,767
11,977,075
13,180,540
1,028,204
374,317
47,703,999
40.37%
1,315,125
6
7,879,055
3,377,000
4,550,180
411,105
989
16,950,729
46.48%
2,551,300
6
22,141,213
17,202,685
3,000,000
1,186,750
2,454
46,902,018
47.21%
5,742,149
6
352,291,058
217,022,458
250,000,000
19,280,574
1,355,084
200,000
939,354,418
37.50%
919,144,137
6
48,595,121
36,171,200
8,812,705
2,586,463
20,827
104,365,022
46.56%
30,409,203
6
53,216,330
38,375,630
20,338,901
2,767,580
8,188
121,981,782
43.63%
27,260,980
6
4,082,830
1,440,209
1,300,000
224,357
1,831
7,264,127
56.21%
1,520,512
6
999,540
999,540
1
51,538,048
1,952,252
6,012,799
4,389,855
91,140,203
1,740,673,592
1,110,789,246
1,368,257,327
2,646,226
43,131,266
26,324,718
4,865,200,324
3,309,988,029
352291058
4082830
48232457.26
217022458
1440209
31736835.6
383999617
0
39037287.86
19280574
224357
2646225.6
17637246
844
1060527.629
13769545
0
626710.3714
939354418
7264127
136373159.5
0.563450691
0.04208992
0.42033815
1,342,261,893
189,173
106,773,807
6
6
6
0.00
0.00
#DIV/0!
Furlough Days 8%
3 additional
4 additional
2 additional
0.00
0.00
#DIV/0!
Total Furlough svgs
340,000.00
481,000.00
658,744.00
161,548.00
700,000.00
141,886.00
652,187.00
301,590.00
855,500.00
286,000.00
334,872.00
122,076.00
491,286.00
480,000.00
990,000.00
386,611.00
300,144.00
6,468,000.00
1,600,000.00
2,642,700.00
282,653.00
4,605,456.00
325,000.00
1,668,588.00
480,000.00
2,207,857.00
295,256.00
600,000.00
470,181.00
125,000.00
596,976.00
7,170,354.00
1,020,000.00
1,064,000.00
75,182.00
7,170,354.00
75,182.00
1,125,161.34
Senior Furlough
Courses 4%
Courses 6%
Courses 8%
10
Library 4%
5,000.00
17,349.00
Library 6%
15,000.00
32,651.00
50,000.00
500.00
350,000.00
250,000.00
21
100,000.00
250,000.00
200,000.00
12.00
x
10,500.00
352
16
623
877
1,022,000.00
30,000.00
1,194,000.00
129,000.00
7,500.00
12.00
12.00
12.00
352.00
10.00
99.75
623.00
623.00
623.00
877.00
877.00
877.00
1,022,000.00
5,000.00
219,264.14
1,194,000.00
500.00
212,865.10
Library Acquisitions 8%Library Savings
25,000.00
45,000.00
0.00
0.00
0.00
0.00
0.00
50,000.00
0.00
0.00
50,000.00
0.00
500.00
350,000.00
0.00
x
0.00
500,000.00
750,000.00
0.00
350,000.00
700,000.00
100,000.00
100,000.00
200,000.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
10,500.00
0.00
1,366,000.00
3,582,000.00
55,000.00
85,000.00
129,000.00
10,000.00
17,500.00
0.00
0.00
1,366,000.00
10,000.00
343,714.29
Eliminate positions 4% Eliminate positions 6% Eliminate positions 8% Positions svgs
4
8
12
9
10
15
5
0
4
4
2
2
3
1
6
0
1
0
0
0
0
0
4
2
0
5
0
1
0
0
0
4
3
0
0
0
0
0
0
0
0
0
2
0
6
8
5
0
7
0
0
120
108
110
0
0
0
8
46
50
0
0
0
18
62
179
0
0
0
39
47
0
8
15
0
67
105
0
8
7
0
2
0
6
0
0
0
0
0
2
4
10
16
206
370
623
7
17
27
7
17
29
1
0
0
Layoff 4%
1
1
1
1
1
1
0
1
1
1
1
0
0
0
1
1
1
1
0
1
0
1
0
1
1
1
1
1
0
1
1
1
1
1
1
Layoff 6%
Layoff 8%
Savings
Travel 4%
16,143.00
15,000.00
Travel 6%
32,285.00
30,000.00
Travel 8%
50,000.00
45,000.00
8
1
16,036.00
33,803.00
33,750.00
21,312.00
111,245.00
3,500.00
5
5
15,000.00
13,586.00
6,793.00
84,899.00
250,000.00
100,000.00
350,000.00
376,506.00
10,000.00
197,000.00
20,000.00
60,000.00
65,750.00
6,794.00
450,000.00
100,000.00
135,000.00
40
25,000.00
43,964.00
53,448.00
0
125
341
448,052.00
66,445.00
50,000.00
470,982.00
84,192.00
514,631.00
89,678.00
14,000.00
24,550.00
470,982.00
3,500.00
99,303.85
514,631.00
6,794.00
133,226.55
27.0
206.0
0.0
15.3
370.0
0.0
24.1
623.0
0.0
31.2
1.0
0.0
0.8
0.00
0.00
0.00
125.00
1.00
34.75
341.00
5.00
128.67
448,052.00
10,000.00
104,582.47
Savings
98,428
90,000
0
0
0
16,036
33,803
33,750
21,312
111,245
0
3,500
15,000
27,173
0
0
184,899
1,050,000
100,000
376,506
30,000
197,000
0
195,000
65,750
0
0
25,000
43,964
53,448
0
1,433,665
240,315
50,000
38,550
0
0
Maintenance 4% Maintenance 6% Maintenance 8%
50,000.00
250,000.00
145,000.00
78,481.00
5,000.00
115,000.00
100,000.00
200,000.00
400,000.00
458,498.00
293,959.00
700,000.00
558,498.00
206,041.00
181,949.00
37,500.00
500,000.00
51,167.00
500,000.00
50,000.00
193,589.43
1,000,000.00
20,142.00
1,500,000.00
10,000.00
25,000.00
1,000,000.00
5,000.00
258,013.44
1,500,000.00
25,000.00
458,426.86
Maintenance Savings Other equipt+IT 4% Other equipt +IT 6% Other equipt +IT 8%
50,000
0.00
0.00
0.00
0
272,415.00
353,948.00
361,724.00
0
220,989.00
0
250,000
250,000.00
0
54,480.00
45,520.00
223,481
0
181,907.00
0
0
100,000.00
76,122.00
0
298,552.00
92,571.00
95,780.00
5,000
20,000.00
0
352,093.00
0
410,599.00
0
187,653.00
215,000
235,000.00
0
178,024.00
1,300,000
294,577.00
651,665.00
808,753.00
1,016,996
286,165.00
500,000
181,949
0
65,119.00
879,376.00
1,256,956.00
37,500
0
493,836.00
1,799,878.00
2,919,630.00
0
100,000.00
0
0
55,260.00
43,168.00
0
277,113.00
526,964.00
570,464.00
0
346,927.00
0
45,000.00
88,467.00
90,000.00
0
129,455.00
271,782.00
3,000,000
2,764,322.00
2,764,322.00
2,764,322.00
71,309
96,198.00
196,273.00
0
35,000
31,751.00
79,700.00
0
0
2,764,322.00
0.00
314,025.70
2,764,322.00
0.00
464,827.47
2,919,630.00
0.00
781,048.67
Equipment Savings Utility Budget 4% Utility Budget 6% Utility Budget 8%
0
988,087
220,989
66,000.00
0
250,000
100,000
0
15,000.00
181,907
0
176,122
10,000.00
486,903
20,000
1,800.00
352,093
410,599
10,000.00
10,000.00
187,653
x
x
235,000
178,024
1,754,995
286,165
200,000.00
0
0
x
2,201,451
320,000.00
0
5,213,344
100,000
150,000.00
0
98,428
25,000.00
1,374,541
346,927
20,000.00
223,467
401,237
8,292,966
0.00
200,000.00
400,000.00
292,471
0
46,000.00
111,451
0
0
320,000.00
0.00
66,300.00
200,000.00
10,000.00
76,833.33
400,000.00
15,000.00
205,000.00
Utility Savings
0
0
66,000
0
0
0
15,000
0
0
10,000
0
1,800
0
20,000
0
0
0
0
200,000
0
0
320,000
0
0
150,000
0
25,000
0
20,000
0
0
600,000
0
46,000
0
0
0
Delay hiring or filling poReplace senior faculty Eliminating or reducingDelay new programs o Reducing student suppMerging programs or dSFI transfers
57,849.00
75,000.00
25,000.00
Other Income (Auxiliar Financial Mngt
75,000.00
320,010.00
92,455.00
104,000.00
49,814.00
60,000.00
126,866.00
145,000.00
82,000.00
106,000.00
75,000.00
125,000.00
100,000.00
302,848.00
144,000.00
20,000.00
30,000.00
10,000.00
67,000.00
71,123.00
92,571.00
5,000.00
40,000.00
200,000.00
75,000.00
5,000.00
10,000.00
445,267.00
20,000.00
574,917.00
Share faculty
Install alarm system rat
Eliminating research su
65,000.00
31,000.00
346,864.00
80,000.00
x
397,000.00
Contingency funds orMarketing and Student Across-the-board cuts Reserach budget cuts Higher Deductable HeaNew User or student feEfficiency or Process I Reduce part-time facul Other
Outsourcing services
1,300,631.00
x
150,000.00
96,340.00
88,657.00
385,000.00
Maybe
100,000.00
750,000.00
300,000.00
1,119,059.00
Eliminate Office or IR
Reduce use of part-tim
150,000.00
100,000.00
388,870.00
59,364.00
18,000.00
60,000.00
530,000.00
172,500.00
64,843.00
363,500.00
50,000.00
97,194.00
34,026.00
1,101,564.00
270,000.00
177,750.00
1,000,000.00
Summer faculty salary
60,000.00
286,000.00
679,832.00
1,135,695.00
209,000.00
32,016.00
113,152.00
160,000.00
400,000.00
200,000.00
50,000.00
35,000.00
135,956.00
24,000.00
50,000.00
15,000.00
45,000.00
868,000.00
868,000.00
45,000.00
251,710.27
105,780.00
182,682.00
15,000.00
100,000.00
397,000.00
100,000.00
192,216.50
60,000.00
388,870.00
18,000.00
125,959.86
124,218.00
100,000.00
1,135,695.00
75,000.00
264,273.29
216,039.00
97,000.00
33,847.00
17,511.00
14,500.00
385,000.00
5,000.00
82,238.69
320,010.00
25,000.00
115,335.00
1,300,631.00
88,657.00
500,813.33
750,000.00
31,000.00
254,036.40
Eliminate supplement for grad student health insurance $137,000
x
82,000.00
55,500.00
Summer class minimum
Eliminate grad support
FY08 Budget
FY09 Budget
FY11 Budget
Mission
ther than using security personnel
upport; Shifting budgets
me faculty
cap $500000
ms established
for summer school $50,000; eliminate support costs for summer school, newspaper program, college of arts and sciences programs, and telecommunications equipment $332,456; Reduce mini grants for staff
Total
Number of Institutions
Total student enrollment, Fall 2008
Average number of undergraduate
students
Average number of graduate students
Average annual enrollment growth, 1999
and 2008
Average number of faculty members
Average other instructional (e.g., part-time,
adjunct)
Average number of staff
Average Student-to-Faculty ratio
Average institutional budget FY2010
Average real budget growth fiscal year
2008 to fiscal year 2010, with budget cuts
included (in 2007 dollars)
Percentage of institution's budget that
comes from state appropriations
Average institutional foundational wealth
Average dollar cut per student 4% level
Average dollar cut per student 6% level
Average dollar cut per student 8% level
Average institutional federal stimulus
dollars
Regional
Universities
2
29,254
12,858
State Universities
State Colleges
35
283,048
7,009
Research
Universities
4
84,822
15,159
13
90,758
6,212
8
35,010
4,376
Two Year
Colleges
8
43,204
5,401
1,078
5.01%
6,046
2.27%
1,769
2.72%
770
3.58%
0
7.09%
0
7.46%
273
60
1022
308
503
101
213
30
115
11
98
21
865
36.1
162,837,681
14.54%
4833
18.8
856,828,668
4.48%
996
28.8
211,639,464
13.56%
464
31.7
91,596,534
10.75%
179
37.9
41,189,050
16.84%
188
51.8
39,341,026
12.21%
42.0%
31.8%
45.8%
43.1%
46.44%
40.15%
106,773,807
301
433
530
2,646,226
721,616,025
967
1392
1709
12,538,222
40,838,903
220
315
383
3,756,896
18,741,214
219
316
387
1,672,044
12,133,728
269
387
473
805,356
2,654,848
152
219
266
846,475
1
39
19
3
16
21
4
17
23
29
14
7
11
18
22
32
9
13
24
28
5
6
8
12
20
31
33
37
2
10
15
25
27
30
34
35
36
38
40
26
Action at 4% budget cut
Mandatory six day furlough
Health and TRS Rate Increases
Operating, equipment or IT budget reductions
Eliminate positions
Travel budgets reductions
Operating hours of services (e.g., library) reductions
Hiring or filling positions delays
Library acquisition budget reductions
Student support services reductions (e.g., tutoring, retention program
Marketing or recruitment budget reductions
Restructure, reorganize, merge of programs or departments
Part-time, contract, or temporary faculty increases
Summer School reductions or restrictions
Defer maintenance
Contingency funds (carry forward savings or funds)
Across-the-board budget cuts
Program expansion delays
Course reductions or elimination
Health Plan - promote or increase high deductible enrollment
Reduce state funded initiative (SFI) budgets
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facul
Layoffs
Program reductions or elimination
Financial management (passing credit card fees to users)
Investment Income
Efficiency savings or Process Improvements
Research budget decrease
Additional furlough days
Administrative services reductions or restrictions
Eliminate departments
Replace security services with electronic monitoring
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Auxiliary or athletic funds
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Reduce or eliminate rentals or leases
Reduce teaching and learning support
Utility savings through changes to climate controls
Totals
35
35
21
20
18
9
7
7
7
7
6
5
5
5
5
5
4
4
4
4
3
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
0
Level cut
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
3
19
16
18
4
17
29
32
21
23
22
28
5
7
8
34
2
9
13
14
30
10
12
26
31
33
36
37
38
40
50
51
6
11
20
52
Action at 6% budget cut
Eliminate positions
Operating, equipment or IT budget reductions
Travel budgets reductions
Defer maintenance
Hiring or filling positions delays
Library acquisition budget reductions
Marketing or recruitment budget reductions
Across-the-board budget cuts
Operating hours of services (e.g., library) reductions
Student support services reductions (e.g., tutoring, retention program
Contingency funds (carry forward savings or funds)
Reduce state funded initiative (SFI) budgets
Part-time, contract, or temporary workers reductions
Part-time, contract, or temporary faculty increases
Layoffs
User Fees - new or increased fees
Additional furlough days
Program expansion delays
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Auxiliary or athletic funds
Administrative services reductions or restrictions
Program reductions or elimination
Utility savings through changes to climate controls
Investment Income
Efficiency savings or Process Improvements
Reduce fringe benefits for SFI
Research budget decrease
Reduce or eliminate rentals or leases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Implementation of Sallie Mae Tuition Pay
Replace senior faculty with junior, contract, shared or part-time facul
Summer School reductions or restrictions
Financial management (passing credit card fees to users)
Reduce supplement health insurance for grad students
Totals
24
21
13
10
8
7
7
7
6
6
5
5
3
3
3
3
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
0
0
0
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
3
19
16
17
18
29
30
21
4
8
2
9
14
28
31
5
7
11
13
20
22
23
32
33
34
35
6
12
25
36
37
38
40
50
61
62
Action at 8% budget cut
Eliminate positions
Operating, equipment or IT budget reductions
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Operating hours of services (e.g., library) reductions
Hiring or filling positions delays
Layoffs
Additional furlough days
Program expansion delays
Restructure, reorganize, merge of programs or departments
Reduce state funded initiative (SFI) budgets
Investment Income
Part-time, contract, or temporary workers reductions
Part-time, contract, or temporary faculty increases
Summer School reductions or restrictions
Course reductions or elimination
Financial management (passing credit card fees to users)
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Replace senior faculty with junior, contract, shared or part-time facul
Program reductions or elimination
Replace security services with electronic monitoring
Reduce fringe benefits for SFI
Research budget decrease
Reduce or eliminate rentals or leases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Reduce quality improvement programs
Eliminate phone services
Totals
18
14
10
9
8
6
6
5
4
4
3
3
3
3
3
2
2
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
Action
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
60
61
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
51
52
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
50
60
61
Level cut
Totals
Mandatory six day furlough
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facul
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
Eliminate departments
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
Health Plan - promote or increase high deductible enrollment
Replace security services with electronic monitoring
Utility savings through changes to climate controls
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
Health and TRS Rate Increases
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
Reduce quality improvement programs
Eliminate phone services
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
4%
6%
6%
35
1
20
7
3
2
5
2
4
1
5
2
4
6
1
18
7
5
21
2
9
5
7
4
1
0
1
4
7
1
2
5
2
1
1
1
2
1
35
1
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facul
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
Administrative services reductions or restrictions
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
6%
2
24
8
3
0
3
3
2
1
0
1
2
2
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
6%
6%
6%
6%
6%
6%
6%
6%
13
7
10
21
0
6
5
6
Utility savings through changes to climate controls
6%
1
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
6%
6%
6%
6%
6%
6%
6%
5
7
2
1
7
1
3
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
6%
6%
6%
1
1
1
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Implementation of Sallie Mae Tuition Pay
Reduce supplement health insurance for grad students
6%
6%
6%
1
1
1
Additional furlough days
Eliminate positions
Hiring or filling positions delays
Part-time, contract, or temporary workers reductions
Replace senior faculty with junior, contract, shared or part-time facul
Part-time, contract, or temporary faculty increases
Layoffs
Program expansion delays
8%
8%
8%
8%
8%
8%
8%
8%
3
18
4
2
1
2
4
3
Summer School reductions or restrictions
Program reductions or elimination
Course reductions or elimination
Restructure, reorganize, merge of programs or departments
8%
8%
8%
8%
2
1
2
3
Travel budgets reductions
Library acquisition budget reductions
Defer maintenance
Operating, equipment or IT budget reductions
Financial management (passing credit card fees to users)
Operating hours of services (e.g., library) reductions
Contingency funds (carry forward savings or funds)
Student support services reductions (e.g., tutoring, retention program
8%
8%
8%
8%
8%
8%
8%
8%
10
9
8
14
2
5
2
2
Replace security services with electronic monitoring
8%
1
Reduce state funded initiative (SFI) budgets
Marketing or recruitment budget reductions
Auxiliary or athletic funds
Investment Income
Across-the-board budget cuts
Efficiency savings or Process Improvements
User Fees - new or increased fees
Close Centers
Reduce fringe benefits for SFI
Research consortium budget decrease
Reduce or eliminate rentals or leases
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
3
6
6
3
2
2
2
2
1
1
1
Reduce teaching and learning support
Redirect salaries to non-state funded accounts (e.g., tuition and gran
Reduce quality improvement programs
Eliminate phone services
8%
8%
8%
8%
1
1
1
1
8%
8%
USG No. Number
1
18
2
22
3
26
4
32
Institution
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Totals and Averages
Max
Min
Average
Type of Institution
Research University
Research University
Research University
Research University
Students 1999
14074
23410
2409
30912
70,805
Total StudentsFall 2007Total students Fal% change 2007-2008 % change 99-08
18747
19494
3.98%
38.51%
27134
28229
4.04%
20.59%
2862
2919
1.99%
21.17%
33831
34180
1.03%
10.57%
82,574
84,822
2.76%
22.71%
34180
2919
21205.5
4.04%
1.03%
2.76%
38.51%
10.57%
23%
Average annual growth Graduate Student Undergraduates Total employees Faculty 2008
3.85%
6177
13317
6125
867
2.06%
7245
20984
3744
1098
2.12%
2267
652
4130
529
1.06%
8496
25684
10650
1592
2.27%
6,046
15,159
6,162
1,022
3.85%
1.06%
2%
8,496
2,267
6,046
25,684
652
15,159
10,650
3,744
6,162
1,592
529
1,022
Other instructiona Non-instructional Students per facu FY08 Budget in 2007 $FY09 Budget in 2008 $ FY10 Budget in 2009 $ FY10 in 2007 $
129
5129
22.48
930,610,568
1,006,723,168
1,029,083,687
987,920,340
106
2540
25.71
547,728,823
595,215,490
616,140,855
591,495,221
67
3534
5.52
587,582,710
609,618,400
632,550,307
607,248,295
930
8128
21.47
1,098,834,740
1,134,179,199
1,149,539,821
1,103,558,228
308
4,833
18.8
5246092333
5620732595
5,795,164,114.00
930
67
308
8,128
2,540
4,833
26
6
19
1,098,834,740
547,728,823
791,189,210
1,134,179,199
595,215,490
836434064.3
1,149,539,821
616,140,855
856,828,667.50
1,103,558,228
591,495,221
822,555,520.80
Growth in 2007 $
57,309,772
43,766,398
19,665,585
4,723,488
57,309,772
4,723,488
31,366,310.55
Percent growth 2008-20 Level 1 - 4% budget cutBudget cut per studenLevel 2 - 6% budget cut
6.16%
10,756,188
552
4,709,935
7.99%
8,714,798
309
4,357,399
3.35%
7,412,534
2,539
3,228,200
0.43%
16,053,556
470
6,694,512
4.48%
967
0
0
0.04
16,053,556
7,412,534
10,734,269
2,539
309
967
6,694,512
3,228,200
4,747,512
Total Level 2
15,466,123
13,072,197
10,640,734
22,748,068
22,748,068
10,640,734
15,481,781
Budget cut per sLevel 3 - 8% budget cut
793
3,373,617
463
4,357,399
3,645
2,272,069
666
5,559,624
1,392
3,645
463
1,392
5,559,624
2,272,069
3,890,677
Total Level 3
18,839,740
17,429,596
12,912,803
28,307,692
Budget cut per student
966
617
4,424
828
1,709
28,307,692
12,912,803
19,372,458
4,424
617
1,709
State appropriatio Tuition
Sponsored
Federal Stimulus SFI
Research ConsortRevenues
_Percent state appropri Foundations and CompFurlough Days 4% Furlough Days 6%
227,642,321
181,217,379
325,000,000
12,286,715
159,106
7,695,318
860,751,839
26.45%
1,342,261,893
6
204,063,564
140,372,883
105,000,000
10,936,603
36,830
13,769,545
531,148,175
38.42%
159,584,524
6
2 additional
152,912,140
30,021,948
383,999,617
7,648,997
13,497,901
619,080,926
24.70%
465,473,547
6
352,291,058
217,022,458
250,000,000
19,280,574
1,355,084
200,000
939,354,418
37.50%
919,144,137
6
12,538,222.3
31.77%
352,291,058
152,912,140
234227270.8
217,022,458
30,021,948
142158667
383,999,617
105,000,000
265999904.3
19,280,574
7,648,997
12538222.25
13,497,901
36,830
3762230.25
13,769,545
0
5416215.75
939,354,418
531,148,175
737583839.5
31.8%
721,616,025
Furlough Days 8%
2 additional
Furlough Days
6,468,000.00
4,605,456.00
2,207,857.00
7,170,354.00
Senior Furlough
Courses 4%
21
Courses 6%
Courses 8%
Library 4%
100,000.00
Library 6%
250,000.00
12.00
352
623
877
1,022,000.00
1,194,000.00
Library Acquisitions 8%Eliminate positions 4% Eliminate positions 6% Eliminate positions 8% Eliminate positions
350,000.00
120
108
110
FALSE
18
62
179
FALSE
67
105
0
FALSE
1,366,000.00
206
370
623
FALSE
Layoff 4%
1
1
1
1
Layoff 6%
5
0
125
Layoff 8%
5
40
341
Travel 4%
250,000.00
197,000.00
Travel 6%
350,000.00
Travel 8%
450,000.00
448,052.00
470,982.00
514,631.00
Maintenance 4% Maintenance 6% Maintenance 8%
200,000.00
400,000.00
700,000.00
500,000.00
1,000,000.00
1,500,000.00
Other equipt+IT 4% Other equipt +IT 6% Other equipt +IT 8% Utility Budget 4% Utility Budget 6% Utility Budget 8% Delay hiring or filling poReplace senior faculty Eliminating or reducingDelay new programs o Reducing student suppMerging programs or dSFI transfers
294,577.00
651,665.00
808,753.00
385,000.00
Maybe
65,119.00
879,376.00
1,256,956.00
320,000.00
18,000.00
64,843.00
679,832.00
1,135,695.00
2,764,322.00
2,764,322.00
2,764,322.00
0.00
200,000.00
400,000.00
Other Income (Auxiliar Financial Mngt
750,000.00
530,000.00
Contingency funds orMarketing and Student Across-the-board cuts Reserach budget cuts Higher Deductable HeaNew User or student feEfficiency or Process I Reduce part-time facul Other
FY08 Budget
150,000.00
Reduce use of part-time faculty
50,000.00
34,026.00
1,101,564.00
270,000.00
177,750.00
1,000,000.00
Summer faculty salary cap $500000
97,000.00
FY09 Budget
FY11 Budget
Mission
USG No. Number
5
20
6
34
Institution
Georgia Southern University
Valdosta State University
Totals and Averages
Max
Min
Average
Type of Institution
Regional University
Regional University
Students 1999
14476
8729
23,205
14476
8729
11602.5
Total StudentsFall 2007Total students Fal% change 2007-2008 % change 99-08
16841
17764
5.48%
22.71%
11280
11490
1.86%
31.63%
28,121
29,254
3.67%
27.17%
16841
11280
14060.5
17764
11490
14627
0.054806722
0.018617021
0.036711871
0.316301982
0.227134568
0.271718275
Average annual growth Graduate Student Undergraduates Total employees Faculty 2008
2.27%
1986
15778
1947
587
3.16%
1552
9938
1252
419
2.72%
1,769
12,858
1,600
503
0.031630198
0.022713457
0.027171827
1986
1552
1769
15778
9938
12858
1947
1252
1599.5
587
419
503
Other instructiona Non-instructional Students per facu FY08 Budget in 2007 $FY09 Budget in 2008 $ FY10 Budget in 2009 $ FY10 in 2007 $
148
1212
30.26
224,406,386
239,462,805
254,285,433
244,114,016
53
780
27.42
137,102,875
157,459,406
168,993,495
162,233,755
101
996
28.8
5246092333
5620732595
5,795,164,114.00
148
53
100.5
1212
780
996
28.84239265
224406386
137102875
180754630.5
239462805
157459406
198461105.5
254,285,433.00
168,993,495.00
211,639,464.00
244,114,015.68
162,233,755.20
203,173,885.44
Growth in 2007 $
19,707,630
25,130,880
25,130,880.20
19,707,629.68
22,419,254.94
Percent growth 2008-20 Level 1 - 4% budget cutBudget cut per studenLevel 2 - 6% budget cut
8.78%
4,033,521
227
1,759,603
18.33%
2,439,000
212
1,064,000
13.56%
220
0.18
0.09
0.14
4,033,521
2,439,000
3,236,261
227
212
220
1,759,603
1,064,000
1,411,802
Total Level 2
5,793,124
3,503,000
5,793,124
3,503,000
4,648,062
Budget cut per sLevel 3 - 8% budget cut
326
1,245,288
305
753,000
315
326
305
315
1,245,288
753,000
999,144
Total Level 3
7,038,412
4,256,000
min
Budget cut per student
396
370
383
7,038,412
4,256,000
5,647,206
396
370
383
State appropriatio Tuition
Sponsored
Federal Stimulus SFI
87,945,777
56,836,968
20,000,000
4,746,211
53,216,330
38,375,630
20,338,901
2,767,580
3,756,896
87945777
53216330
70581053.5
56836968
38375630
47606299
20338901
20000000
20169450.5
4746211
2767580
3756895.5
34,373
8,188
34373
8188
21280.5
Research ConsortRevenues
_Percent state appropri Foundations and CompFurlough Days 4% Furlough Days 6%
183,018,938
48.05%
54,416,825
6
121,981,782
43.63%
27,260,980
6
0
0
0
183018938
121981782
152500360
0.45839643
40,838,903
Furlough Days 8%
Furlough Days
2,642,700.00
1,064,000.00
Senior Furlough
Courses 4%
Courses 6%
Courses 8%
Library 4%
Library 6%
200,000.00
129,000.00
Library Acquisitions 8%Eliminate positions 4% Eliminate positions 6% Eliminate positions 8% Eliminate positions
8
46
50
FALSE
7
17
29
FALSE
Layoff 4%
1
1
Layoff 6%
Layoff 8%
Travel 4%
376,506.00
50,000.00
Travel 6%
Travel 8%
Maintenance 4% Maintenance 6% Maintenance 8%
293,959.00
206,041.00
Other equipt+IT 4% Other equipt +IT 6% Other equipt +IT 8% Utility Budget 4% Utility Budget 6% Utility Budget 8% Delay hiring or filling poReplace senior faculty Eliminating or reducingDelay new programs o Reducing student suppMerging programs or dSFI transfers
388,870.00
46,000.00
868,000.00
100,000.00
60,000.00
100,000.00
Other Income (Auxiliar Financial Mngt
Contingency funds orMarketing and Student Across-the-board cuts Reserach budget cuts Higher Deductable HeaNew User or student feEfficiency or Process I Reduce part-time facul Other
FY08 Budget
FY09 Budget
FY11 Budget
Mission
USG No. Number
7
2
8
3
9
5
10
7
11
9
12
13
13
15
14
21
15
24
16
28
17
29
18
31
19
33
Institution
Albany State University
Armstrong Atlantic State University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State University
Georgia Southwestern State University
Kennesaw State University
North Georgia College & State University
Savannah State University
Southern Polytechnic State University
University of West Georgia
Totals and Averages
Max
Min
Average
Type of Institution
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
Students 1999
3356
5668
5405
4449
4911
2658
5027
2569
13158
3525
2153
3631
8670
65,180
13158
2153
5013.846154
Total StudentsFall 2007Total students Fal% change 2007-2008 % change 99-08
4033
4176
3.55%
24.43%
6848
7067
3.20%
24.68%
6588
6689
1.53%
23.76%
6043
6074
0.51%
36.53%
7593
7951
4.71%
61.90%
2568
3106
20.95%
16.85%
6249
6506
4.11%
29.42%
2405
2717
12.97%
5.76%
20607
21449
4.09%
63.01%
5227
5500
5.22%
56.03%
3169
3453
8.96%
60.38%
4460
4818
8.03%
32.69%
10677
11252
5.39%
29.78%
86,467
90,758
6.40%
35.79%
20607
2405
6651.307692
21449
2717
6981.384615
0.209501558
0.005129902
0.064018077
0.630110959
0.057609965
0.35786752
Average annual growth Graduate Student Undergraduates Total employees Faculty 2008
2.44%
427
3749
555
143
2.47%
778
6289
594
212
2.38%
960
5729
614
201
3.65%
69
6005
598
178
6.19%
1045
6906
730
233
1.69%
95
3011
663
97
2.94%
930
5576
817
219
0.58%
184
2533
264
95
6.30%
2335
19114
1806
599
5.60%
695
4805
575
178
6.04%
128
3325
434
130
3.27%
523
4295
444
153
2.98%
1835
9417
1101
335
3.58%
213
0.063011096
0.005760996
0.035786752
2335
69
770
19114
2533
6212
1806
264
707.3076923
599
95
213.3076923
Other instructiona Non-instructional Students per facu FY08 Budget in 2007 $FY09 Budget in 2008 $ FY10 Budget in 2009 $ FY10 in 2007 $
9
403
29.20
67,036,491
68,758,694
68,520,234
65,779,425
38
344
33.33
72,402,796
77,489,740
81,574,452
78,311,474
22
391
33.28
64,519,276
68,409,187
69,682,599
66,895,295
15
405
34.12
64,305,322
72,315,079
77,160,680
74,074,253
29
468
34.12
82,375,241
85,738,838
92,523,621
88,822,676
18
548
32.02
63,766,483
69,497,740
75,871,729
72,836,860
45
553
29.71
87,385,660
97,703,972
100,853,165
96,819,038
7
162
28.60
34,808,254
34,924,991
40,152,001
38,545,921
65
1142
35.81
188,979,739
221,666,036
246,630,494
236,765,274
38
359
30.90
60,816,612
66,940,563
70,977,629
68,138,524
22
282
26.56
53,543,237
58,121,042
66,121,168
63,476,321
12
279
31.49
51,237,001
88,002,074
62,384,112
59,888,748
76
690
33.59
135,065,420
128,716,353
138,303,054
132,770,932
30
464
31.7
5246092333
76
7
30.46153846
1142
162
463.5384615
35.80801336
26.56153846
31.74918723
188979739
34808254
78941656.31
221666036
34924991
87560331.46
246,630,494.00
40,152,001.00
91,596,533.69
236,765,274.24
38,545,920.96
87,932,672.34
Growth in 2007 $
-1,257,066
5,908,678
2,376,019
9,768,931
6,447,435
9,070,377
9,433,378
3,737,667
47,785,535
7,321,912
9,933,084
8,651,747
-2,294,488
47,785,535.24
(2,294,488.16)
8,991,016.04
Percent growth 2008-20 Level 1 - 4% budget cutBudget cut per studenLevel 2 - 6% budget cut
-1.88%
1,019,572
244
444,982
8.16%
1,449,956
205
632,540
3.68%
1,286,688
192
561,308
15.19%
1,149,055
189
501,267
7.83%
1,663,289
209
728,800
14.22%
1,022,446
329
446,864
10.80%
1,333,302
205
666,651
10.74%
576,331
212
251,421
25.29%
3,882,433
181
1,694,297
12.04%
1,176,548
214
513,129
18.55%
896,045
259
392,682
16.89%
1,015,202
211
442,873
-1.70%
2,229,703
198
975,975
10.75%
219
0.25
(0.02)
0.11
3,882,433
576,331
1,438,505
329
181
219
1,694,297
251,421
634,830
Total Level 2
1,464,554
2,082,496
1,847,996
1,650,322
2,392,089
1,469,310
1,999,953
827,752
5,576,730
1,689,677
1,288,727
1,458,075
3,205,678
5,576,730
827,752
2,073,335
Budget cut per sLevel 3 - 8% budget cut
351
315,371
295
447,661
276
397,238
272
354,749
301
523,111
473
318,147
307
666,651
305
177,934
260
1,200,462
307
362,839
373
282,000
303
313,418
285
683,598
316
473
260
316
1,200,462
177,934
464,860
Total Level 3
1,779,925
2,530,157
2,245,234
2,005,071
2,915,200
1,787,457
2,666,604
1,005,686
6,777,192
2,052,516
1,570,727
1,771,493
3,889,276
Budget cut per student
426
358
336
330
367
575
410
370
316
373
455
368
346
387
6,777,192
1,005,686
2,538,195
575
316
387
State appropriatio Tuition
Sponsored
Federal Stimulus SFI
21,875,069
13,150,744
18,000,000
1,170,228
31,608,766
19,739,647
10,589,021
1,700,102
28,061,403
19,331,724
8,405,958
1,513,641
25,055,807
18,740,000
13,946,957
1,328,107
36,433,487
22,422,803
9,085,826
1,958,558
20,805,492
10,737,769
25,410,000
1,096,725
32,031,919
28,626,375
6,887,137
1,709,390
12,565,688
7,977,000
9,935,961
682,291
84,429,426
76,125,093
17,772,907
4,435,950
25,027,826
15,568,481
5,380,624
1,340,158
19,259,767
11,977,075
13,180,540
1,028,204
22,141,213
17,202,685
3,000,000
1,186,750
48,595,121
36,171,200
8,812,705
2,586,463
1,672,043.6
84429426
12565688
31376229.54
76125093
7977000
22905430.46
25410000
3000000
11569818.15
4435950
682291
1672043.615
373,990
18,193
3,973
7,583
6,520
1,537,721
1,300,631
5,386
15,509
628,627
374,317
2,454
20,827
1537721
2454
330440.8462
Research ConsortRevenues
_Percent state appropri Foundations and CompFurlough Days 4% Furlough Days 6%
56,262,756
38.88%
6,234,087
6
66,788,301
47.33%
5,098,474
6
60,068,099
46.72%
29,840,354
6
64,661,753
38.75%
13,065,503
6
77,347,914
47.10%
70,366,275
6
60,764,806
34.24%
6,252,497
6
75,519,962
42.42%
4,126,330
6
32,175,326
39.05%
24,404,159
6
270,000
200,352,294
42.14%
20,132,629
6
51,144,005
48.94%
26,649,003
6
47,703,999
40.37%
1,315,125
6
46,902,018
47.21%
5,742,149
6
104,365,022
46.56%
30,409,203
6
270000
0
20769.23077
200352294
32175326
72619711.92
0.430541339
18,741,214
6
#DIV/0!
Furlough Days 8%
4 additional
#DIV/0!
Furlough Days
481,000.00
658,744.00
700,000.00
652,187.00
855,500.00
491,286.00
990,000.00
282,653.00
1,668,588.00
600,000.00
470,181.00
596,976.00
1,020,000.00
728,239.62
Senior Furlough
Courses 4%
Courses 6%
Courses 8%
10
Library 4%
17,349.00
Library 6%
32,651.00
350,000.00
x
16
#DIV/0!
13.00
30,000.00
#DIV/0!
#DIV/0!
132,449.67
32,651.00
Library Acquisitions 8%Eliminate positions 4% Eliminate positions 6% Eliminate positions 8% Eliminate positions
9
10
15
FALSE
5
0
4
FALSE
3
1
6
FALSE
0
0
0
TRUE
0
5
0
FALSE
0
0
0
TRUE
x
2
0
6
FALSE
0
0
0
TRUE
39
47
0
FALSE
2
0
6
FALSE
0
0
0
TRUE
4
10
16
FALSE
55,000.00
7
17
27
FALSE
55,000.00
5.4
Layoff 4%
1
1
1
0
1
0
1
0
1
1
0
1
1
Layoff 6%
Layoff 8%
Travel 4%
15,000.00
Travel 6%
30,000.00
Travel 8%
45,000.00
Maintenance 4% Maintenance 6% Maintenance 8%
8
33,803.00
21,312.00
15,000.00
x
10,000.00
20,000.00
60,000.00
135,000.00
84,192.00
89,678.00
145,000.00
250,000.00
78,481.00
181,949.00
25,000.00
43,964.00
66,445.00
51,167.00
20,142.00
Other equipt+IT 4% Other equipt +IT 6% Other equipt +IT 8% Utility Budget 4% Utility Budget 6% Utility Budget 8% Delay hiring or filling poReplace senior faculty Eliminating or reducingDelay new programs o Reducing student suppMerging programs or dSFI transfers
272,415.00
353,948.00
361,724.00
220,989.00
66,000.00
320,010.00
250,000.00
92,455.00
15,000.00
49,814.00
145,000.00
82,000.00
106,000.00
30,000.00
352,093.00
144,000.00
187,653.00
x
x
x
493,836.00
277,113.00
346,927.00
129,455.00
96,198.00
1,799,878.00
526,964.00
59,364.00
x
x
75,000.00
5,000.00
10,000.00
445,267.00
x
60,000.00
32,016.00
113,152.00
160,000.00
216,039.00
FY09 Budget
FY11 Budget
Mission
Share faculty
Eliminating research support; Shifting budgets
Outsourcing services
400,000.00
200,000.00
x
97,194.00
24,000.00
50,000.00
45,000.00
124,218.00
FY08 Budget
200,000.00
1,300,631.00
x
20,000.00
196,273.00
Contingency funds orMarketing and Student Across-the-board cuts Reserach budget cuts Higher Deductable HeaNew User or student feEfficiency or Process I Reduce part-time facul Other
346,864.00
x
x
2,919,630.00
570,464.00
271,782.00
Other Income (Auxiliar Financial Mngt
33,847.00
105,780.00
182,682.00
15,000.00
Eliminate supplement for grad student health insurance $137,000
x
82,000.00
Summer class minimums established
Eliminate grad support for summer school $50,000; eliminate support costs for summer school, newspaper program, college of arts and sciences programs, and t
telecommunications equipment $332,456; Reduce mini grants for staff
USG No. Number
20
1
21
8
22
10
23
14
24
16
25
23
26
25
27
27
Institution
Abraham Baldwin Agricultural College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
Totals and Averages
Max
Min
Average
Type of Institution
State College
State College
State College
State College
State College
State College
State College
State College
Students 1999
2609
1999
3051
3036
0
2758
3742
2064
19,259
3742
0
2407.375
Total StudentsFall 2007Total students Fal% change 2007-2008 % change 99-08
3665
3600
-1.77%
37.98%
2942
2932
-0.34%
46.67%
4532
4957
9.38%
62.47%
7474
8238
10.22%
171.34%
788
1563
98.35%
3703
3855
4.10%
39.78%
6464
6431
-0.51%
71.86%
3444
3434
-0.29%
66.38%
33,012
35,010
14.89%
70.93%
7474
788
4126.5
8238
1563
4376.25
0.983502538
-0.017735334
0.148925721
1.713438735
0.379839019
0.709262242
Average annual growth Graduate Student Undergraduates Total employees Faculty 2008
3.80%
0
3600
271
90
4.67%
0
2932
210
61
6.25%
0
4957
296
117
17.13%
0
8238
407
162
0
1563
256
112
3.98%
0
3855
252
98
7.19%
0
6431
397
164
6.64%
0
3434
355
118
7.09%
115
0.171343874
0.037983902
0.070926224
0
0
0
8238
1563
4376.25
407
210
305.5
164
61
115.25
Other instructiona Non-instructional Students per facu FY08 Budget in 2007 $FY09 Budget in 2008 $ FY10 Budget in 2009 $ FY10 in 2007 $
5
176
40.00
34,713,747
38,767,113
37,517,510
36,016,810
20
129
48.07
28,279,049
29,040,223
29,002,450
27,842,352
13
166
42.37
35,646,127
34,261,829
38,328,003
36,794,883
27
218
50.85
38,990,454
52,820,243
58,567,349
56,224,655
2
142
13.96
28,317,467
41,750,093
43,417,781
41,681,070
8
146
39.34
29,826,546
35,342,061
38,866,862
37,312,188
14
219
39.21
48,396,283
52,336,233
51,020,967
48,980,128
2
235
29.10
40,030,660
45,838,911
46,521,162
44,660,316
11
179
37.9
5246092333
5620732595
5,795,164,114.00
27
2
11.375
235
129
178.875
50.85185185
13.95535714
37.86151855
48396283
28279049
35525041.63
52820243
29040223
41269588.25
58,567,349.00
29,002,450.00
42,905,260.50
56,224,655.04
27,842,352.00
41,189,050.08
Growth in 2007 $
1,303,063
-436,697
1,148,756
17,234,201
13,363,603
7,485,642
583,845
4,629,656
17,234,201.04
(436,697.00)
5,664,008.46
Percent growth 2008-2010 in 2Level 1 - 4% budget cutBudget cut per studenLevel 2 - 6% budget cut
3.75%
652,146
181
284,495
-1.54%
640,980
219
279,624
3.22%
657,245
133
286,122
44.20%
924,185
112
403,168
47.19%
1,517,679
971
671,340
25.10%
546,000
142
240,000
1.21%
978,759
152
426,983
11.57%
836,185
244
366,488
16.84%
269
0.47
(0.02)
0.17
1,517,679
546,000
844,147
971
112
269
671,340
240,000
369,778
Total Level 2
936,641
920,604
943,367
1,327,353
2,189,019
786,000
1,405,742
1,202,673
2,189,019
786,000
1,213,925
Budget cut per sLevel 3 - 8% budget cut
260
201,341
314
197,890
190
201,123
161
285,336
1,401
496,340
204
172,500
219
302,191
350
263,279
387
1,401
161
387
496,340
172,500
265,000
Total Level 3
1,137,982
1,118,494
1,144,490
1,612,689
2,685,359
958,500
1,707,933
1,465,952
Budget cut per student
316
381
231
196
1,718
249
266
427
473
2,685,359
958,500
1,478,925
1,718
196
473
State appropriatio Tuition
Sponsored
Federal Stimulus SFI
Research ConsortRevenues
_Percent state appropri Foundations and CompFurlough Days 4% Furlough Days 6%
14,217,875
5,607,640
6,100,000
765,173
6,899
27,555,087
51.60%
13,454,058
6
4 additional
13,977,088
4,200,000
5,000,000
575,053
4,090
24,806,231
56.35%
8,960,391
6
14,304,373
8,234,130
8,887,421
746,513
1,747
33,582,458
42.59%
29,646,445
6
20,155,871
18,877,227
4,826,296
1,060,954
2,523
48,994,971
41.14%
12,821,287
6
15,929,738
6,600,000
600,147
17,637,246
41,179,631
38.68%
6
11,964,210
7,026,091
7,753,719
654,095
4,246
28,367,861
42.18%
7,505,942
6
21,331,791
11,228,733
9,859,937
1,125,727
17,376
46,086,966
46.29%
7,781,657
6
18,303,633
6,606,500
6,577,137
915,185
20,770
34,744,300
52.68%
4,766,315
6
805,355.9
21331791
11964210
16273072.38
18877227
4200000
8547540.125
9859937
0
6125563.75
1125727
575053
805355.875
17637246
1747
2211862.125
0
0
0
48994971
24806231
35664688.13
0.464377733
12,133,728
6
#DIV/0!
Furlough Days 8%
#DIV/0!
Furlough Days
340,000.00
301,590.00
286,000.00
480,000.00
386,611.00
325,000.00
480,000.00
295,256.00
361,807.13
Senior Furlough
Courses 4%
Courses 6%
Courses 8%
Library 4%
5,000.00
Library 6%
15,000.00
50,000.00
250,000.00
#DIV/0!
#DIV/0!
#DIV/0!
#DIV/0!
5,000.00
105,000.00
Library Acquisitions 8%Eliminate positions 4% Eliminate positions 6% Eliminate positions 8% Eliminate positions
25,000.00
4
8
12
FALSE
0
4
2
FALSE
1
0
0
FALSE
0
0
0
TRUE
500,000.00
8
5
0
FALSE
0
0
0
TRUE
8
15
0
FALSE
8
7
0
FALSE
262,500.00
3.5
4.9
1.7
Layoff 4%
1
1
1
0
1
0
1
1
Layoff 6%
Layoff 8%
Travel 4%
16,143.00
33,750.00
111,245.00
13,586.00
Travel 6%
32,285.00
Travel 8%
50,000.00
6,793.00
6,794.00
Maintenance 4% Maintenance 6% Maintenance 8%
50,000.00
115,000.00
100,000.00
37,500.00
65,750.00
Other equipt+IT 4% Other equipt +IT 6% Other equipt +IT 8% Utility Budget 4% Utility Budget 6% Utility Budget 8% Delay hiring or filling poReplace senior faculty Eliminating or reducingDelay new programs o Reducing student suppMerging programs or dSFI transfers
0.00
0.00
0.00
57,849.00
75,000.00
25,000.00
181,907.00
60,000.00
75,000.00
10,000.00
100,000.00
76,122.00
10,000.00
125,000.00
100,000.00
71,123.00
40,000.00
410,599.00
10,000.00
10,000.00
80,000.00
235,000.00
397,000.00
150,000.00
363,500.00
100,000.00
150,000.00
55,260.00
43,168.00
25,000.00
209,000.00
Other Income (Auxiliar Financial Mngt
75,000.00
Contingency funds orMarketing and Student Across-the-board cuts Reserach budget cuts Higher Deductable HeaNew User or student feEfficiency or Process I Reduce part-time facul Other
FY08 Budget
FY09 Budget
Install alarm system rather than using security personnel
65,000.00
20,000.00
96,340.00
172,500.00
60,000.00
286,000.00
574,917.00
FY11 Budget
Mission
USG No. Number
28
4
29
6
30
11
31
12
32
17
33
19
34
30
35
35
Institution
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Totals and Averages
Max
Min
Average
Type of Institution
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Students 1999
1887
1279
2674
1310
2039
14091
1226
851
25,357
14091
851
3169.625
Total StudentsFall 2007Total students Fal% change 2007-2008 % change 99-08
1882
2241
19.08%
18.76%
2661
3091
16.16%
141.67%
4760
5019
5.44%
87.70%
1987
2555
28.59%
95.04%
4346
4690
7.92%
130.01%
21473
22808
6.22%
61.86%
1756
1864
6.15%
52.04%
989
936
-5.36%
9.99%
39,854
43,204
10.52%
74.63%
21473
989
4981.75
22808
936
5400.5
0.285858078
-0.053589484
0.105232003
1.416731822
0.099882491
0.746339896
Average annual growth Graduate Student Undergraduates Total employees Faculty 2008
1.88%
0
2241
170
42
14.17%
0
3091
186
48
8.77%
0
5019
269
115
9.50%
0
2555
133
47
13.00%
0
4690
274
95
6.19%
0
22808
1186
376
5.20%
0
1864
159
39
1.00%
0
936
76
23
7.46%
98
0.141673182
0.009988249
0.07463399
0
0
0
22808
936
5400.5
1186
76
306.625
376
23
98.125
Other instructiona Non-instructional Students per facu FY08 Budget in 2007 $FY09 Budget in 2008 $ FY10 Budget in 2009 $ FY10 in 2007 $
5
123
53.36
18,079,646
20,357,827
23,048,501
22,126,561
23
115
64.40
20,685,726
23,024,153
24,937,274
23,939,783
1
153
43.64
38,727,580
39,513,863
38,545,413
37,003,596
1
85
54.36
14,611,071
17,030,428
18,224,556
17,495,574
25
154
49.37
25,943,656
27,883,783
29,526,272
28,345,221
113
697
60.66
138,837,508
145,130,418
150,800,874
144,768,839
0
120
47.79
16,457,756
20,343,034
21,352,172
20,498,085
0
53
40.70
7,494,826
8,253,300
8,293,142
7,961,416
21
188
51.8
113
0
21
697
53
187.5
64.39583333
40.69565217
51.78458451
138837508
7494826
35104721.13
145130418
8253300
37692100.75
150,800,874.00
8,293,142.00
39,341,025.50
144,768,839.04
7,961,416.32
37,767,384.48
Growth in 2007 $
4,046,915
3,254,057
-1,723,984
2,884,503
2,401,565
5,931,331
4,040,329
466,590
5,931,331.04
(1,723,983.52)
2,662,663.36
Percent growth 2008-20 Level 1 - 4% budget cutBudget cut per studenLevel 2 - 6% budget cut
22.38%
374,704
167
163,461
15.73%
432,552
140
181,056
-4.45%
725,995
145
316,712
19.74%
287,514
113
125,431
9.26%
665,843
142
294,230
4.27%
2,719,059
119
1,186,166
24.55%
361,270
194
157,601
6.23%
187,263
200
85,449
12.214%
152
0.25
(0.04)
0.12
2,719,059
187,263
719,275
200
113
152
1,186,166
85,449
313,763
Total Level 2
538,165
613,608
1,042,707
412,945
960,073
3,905,225
518,871
272,712
3,905,225
272,712
1,033,038
Budget cut per sLevel 3 - 8% budget cut
240
115,681
199
131,896
208
224,142
162
88,779
205
201,814
171
839,438
278
111,533
291
54,061
219
291
162
219
839,438
54,061
220,918
Total Level 3
653,846
745,504
1,266,849
501,724
1,161,887
4,744,663
630,404
326,773
Budget cut per student
292
241
252
196
248
208
338
349
266
4,744,663
326,773
1,253,956
349
196
266
State appropriatio Tuition
Sponsored
Federal Stimulus SFI
8,171,569
4,445,689
6,301,981
433,480
9,317,956
4,514,188
8,100,000
489,805
15,828,538
7,600,350
8,102,250
847,913
6,261,485
4,605,927
5,700,000
320,069
14,514,579
8,002,200
3,500,000
780,967
5,933,239
46,805,500
25,000,000
3,264,106
7,879,055
3,377,000
4,550,180
411,105
4,082,830
1,440,209
1,300,000
224,357
846,475.3
15828538
4082830
8998656.375
46805500
1440209
10098882.88
25000000
1300000
7819301.375
3264106
224357
846475.25
1,500
844
7,072
10,055
9,013
5,053
989
1,831
10055
844
4544.625
Research ConsortRevenues
_Percent state appropri Foundations and CompFurlough Days 4% Furlough Days 6%
20,214,719
40.42%
6
23,356,893
39.89%
189,173
6
33,975,307
46.59%
6
17,350,026
36.09%
6
28,273,149
51.34%
1,716,002
6
140,965,793
4.21%
7,297,253
6
16,950,729
46.48%
2,551,300
6
7,264,127
56.21%
1,520,512
6
0
0
0
140965793
7264127
36043842.88
0.401535841
2,654,848
6
#DIV/0!
Furlough Days 8%
3 additional
#DIV/0!
Furlough Days
161,548.00
141,886.00
334,872.00
122,076.00
300,144.00
1,600,000.00
125,000.00
75,182.00
357,588.50
Senior Furlough
Courses 4%
Courses 6%
Courses 8%
Library 4%
Library 6%
500.00
10,500.00
7,500.00
#DIV/0!
#DIV/0!
#DIV/0!
Library Acquisitions 8%Eliminate positions 4% Eliminate positions 6% Eliminate positions 8% Eliminate positions
4
2
2
FALSE
0
1
0
FALSE
0
4
3
FALSE
0
0
0
TRUE
7
0
0
FALSE
100,000.00
0
0
0
TRUE
0
0
2
FALSE
10,000.00
1
0
0
FALSE
Layoff 4%
1
1
1
0
1
0
1
1
Layoff 6%
Layoff 8%
Travel 4%
Travel 6%
1
Travel 8%
Maintenance 4% Maintenance 6% Maintenance 8%
16,036.00
84,899.00
3,500.00
100,000.00
53,448.00
14,000.00
5,000.00
100,000.00
458,498.00
558,498.00
24,550.00
10,000.00
25,000.00
Other equipt+IT 4% Other equipt +IT 6% Other equipt +IT 8% Utility Budget 4% Utility Budget 6% Utility Budget 8% Delay hiring or filling poReplace senior faculty Eliminating or reducingDelay new programs o Reducing student suppMerging programs or dSFI transfers
298,552.00
20,000.00
45,000.00
31,751.00
54,480.00
92,571.00
45,520.00
95,780.00
104,000.00
1,800.00
178,024.00
286,165.00
88,467.00
79,700.00
302,848.00
126,866.00
20,000.00
92,571.00
5,000.00
Other Income (Auxiliar Financial Mngt
Contingency funds orMarketing and Student Across-the-board cuts Reserach budget cuts Higher Deductable HeaNew User or student feEfficiency or Process I Reduce part-time facul Other
67,000.00
31,000.00
88,657.00
200,000.00
90,000.00
100,000.00
300,000.00
50,000.00
17,511.00
35,000.00
1,119,059.00
135,956.00
100,000.00
15,000.00
14,500.00
Eliminate Office or IR
55,500.00
FY08 Budget
FY09 Budget
FY11 Budget
Mission
USG No. Number
1
18
2
22
3
26
4
32
5
20
6
34
7
2
8
3
9
5
10
7
11
9
12
13
13
15
14
21
15
24
16
28
17
29
18
31
19
33
20
1
21
8
22
10
23
14
24
16
25
23
26
25
27
27
28
4
29
6
30
11
31
12
32
17
33
19
34
30
35
35
Institution
Georgia Institute of Technology
Georgia State University
Medical College of Georgia
University of Georgia
Georgia Southern University
Valdosta State University
Albany State University
Armstrong Atlantic State University
Augusta State University
Clayton State University
Columbus State University
Fort Valley State University
Georgia College & State University
Georgia Southwestern State University
Kennesaw State University
North Georgia College & State University
Savannah State University
Southern Polytechnic State University
University of West Georgia
Abraham Baldwin Agricultural College
College of Coastal Georgia
Dalton State College
Gainesville State College
Georgia Gwinnett College
Gordon College
Macon State College
Middle Georgia College
Atlanta Metropolitan College
Bainbridge College
Darton College
East Georgia College
Georgia Highlands College
Georgia Perimeter College
South Georgia College
Waycross College
Totals and Averages
Max
Min
Type of Institution
Research University
Research University
Research University
Research University
Regional University
Regional University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State University
State College
State College
State College
State College
State College
State College
State College
State College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Two Year College
Students 1999
14074
23410
2409
30912
14476
8729
3356
5668
5405
4449
4911
2658
5027
2569
13158
3525
2153
3631
8670
2609
1999
3051
3036
0
2758
3742
2064
1887
1279
2674
1310
2039
14091
1226
851
203,806
Total students Fal% change 2007-2008 % change 99-08
19494
3.98%
38.51%
28229
4.04%
20.59%
2919
1.99%
21.17%
34180
1.03%
10.57%
17764
5.48%
22.71%
11490
1.86%
31.63%
4176
3.55%
24.43%
7067
3.20%
24.68%
6689
1.53%
23.76%
6074
0.51%
36.53%
7951
4.71%
61.90%
3106
20.95%
16.85%
6506
4.11%
29.42%
2717
12.97%
5.76%
21449
4.09%
63.01%
5500
5.22%
56.03%
3453
8.96%
60.38%
4818
8.03%
32.69%
11252
5.39%
29.78%
3600
-1.77%
37.98%
2932
-0.34%
46.67%
4957
9.38%
62.47%
8238
10.22%
171.34%
1563
98.35%
3855
4.10%
39.78%
6431
-0.51%
71.86%
3434
-0.29%
66.38%
2241
19.08%
18.76%
3091
16.16%
141.67%
5019
5.44%
87.70%
2555
28.59%
95.04%
4690
7.92%
130.01%
22808
6.22%
61.86%
1864
6.15%
52.04%
936
-5.36%
9.99%
283,048
Average annual growth Faculty 2008
3.85%
867
2.06%
1098
2.12%
529
1.06%
1592
2.27%
587
3.16%
419
2.44%
143
2.47%
212
2.38%
201
3.65%
178
6.19%
233
1.69%
97
2.94%
219
0.58%
95
6.30%
599
5.60%
178
6.04%
130
3.27%
153
2.98%
335
3.80%
90
4.67%
61
6.25%
117
17.13%
162
112
3.98%
98
7.19%
164
6.64%
118
1.88%
42
14.17%
48
8.77%
115
9.50%
47
13.00%
95
6.19%
376
5.20%
39
1.00%
23
8.71%
50.12%
5.01%
98.35%
-5.36%
171.34%
5.76%
17.13%
0.58%
Other instructiona Non-instructional FY10 Budget in 2009 $ Percent growth 2008-20 Budget cut per studenBudget cut per sBudget cut per studentFederal Stimulus _Percent state appropri Foundations and Component Units June 2008
129
5129
1,029,083,687
6.16%
552
793
966
12,286,715
26.45%
1,342,261,893
106
2540
616,140,855
7.99%
309
463
617
10,936,603
38.42%
159,584,524
67
3534
632,550,307
3.35%
2,539
3,645
4,424
7,648,997
24.70%
465,473,547
930
8128
1,149,539,821
0.43%
470
666
828
19,280,574
37.50%
919,144,137
148
1212
254,285,433
8.78%
227
326
396
4,746,211
48.05%
54,416,825
53
780
168,993,495
18.33%
212
305
370
2,767,580
43.63%
27,260,980
9
403
68,520,234
-1.88%
244
351
426
1,170,228
38.88%
6,234,087
38
344
81,574,452
8.16%
205
295
358
1,700,102
47.33%
5,098,474
22
391
69,682,599
3.68%
192
276
336
1,513,641
46.72%
29,840,354
15
405
77,160,680
15.19%
189
272
330
1,328,107
38.75%
13,065,503
29
468
92,523,621
7.83%
209
301
367
1,958,558
47.10%
70,366,275
18
548
75,871,729
14.22%
329
473
575
1,096,725
34.24%
6,252,497
45
553
100,853,165
10.80%
205
307
410
1,709,390
42.42%
4,126,330
7
162
40,152,001
10.74%
212
305
370
682,291
39.05%
24,404,159
65
1142
246,630,494
25.29%
181
260
316
4,435,950
42.14%
20,132,629
38
359
70,977,629
12.04%
214
307
373
1,340,158
48.94%
26,649,003
22
282
66,121,168
18.55%
259
373
455
1,028,204
40.37%
1,315,125
12
279
62,384,112
16.89%
211
303
368
1,186,750
47.21%
5,742,149
76
690
138,303,054
-1.70%
198
285
346
2,586,463
46.56%
30,409,203
5
176
37,517,510
3.75%
181
260
316
765,173
51.60%
13,454,058
20
129
29,002,450
-1.54%
219
314
381
575,053
56.35%
8,960,391
13
166
38,328,003
3.22%
133
190
231
746,513
42.59%
29,646,445
27
218
58,567,349
44.20%
112
161
196
1,060,954
41.14%
12,821,287
2
142
43,417,781
47.19%
971
1,401
1,718
600,147
38.68%
8
146
38,866,862
25.10%
142
204
249
654,095
42.18%
7,505,942
14
219
51,020,967
1.21%
152
219
266
1,125,727
46.29%
7,781,657
2
235
46,521,162
11.57%
244
350
427
915,185
52.68%
4,766,315
5
123
23,048,501
22.38%
167
240
292
433,480
40.42%
23
115
24,937,274
15.73%
140
199
241
489,805
39.89%
189,173
1
153
38,545,413
-4.45%
145
208
252
847,913
46.59%
1
85
18,224,556
19.74%
113
162
196
320,069
36.09%
25
154
29,526,272
9.26%
142
205
248
780,967
51.34%
1,716,002
113
697
150,800,874
4.27%
119
171
208
3,264,106
4.21%
7,297,253
0
120
21,352,172
24.55%
194
278
338
411,105
46.48%
2,551,300
0
53
8,293,142
6.23%
200
291
349
224,357
56.21%
1,520,512
5,795,164,114
14.54%
301
433
530
92,617,896
5,795,164,114.00
0
1,149,539,821
8,293,142
0
0
2,539
112
161
3,645
3,645
161
196
4,424
4,424
196
19,280,574
224,357