UNIVERSITY BUDGET COUNCIL 2015-17 BIENNIAL BUDGET UNIVERSITY OF WISCONSIN-LA CROSSE UNIVERSITY BUDGET COUNCIL FISCAL YEAR 2014-15 Tab 1 - Info Committee Members Tab 2 - 15-17 State Budget System Budget Reduction Management Plan Summary UW-L Budget Reduction Management Plan Summary GPR/Fee Split System Budget Summary Public Authority Summary Biennial Budget Reduction Summary 15 GPR/Fee Budgets 14 Year Funding Summary – Academic Fees 14 Year Funding Summary – All Funds Tab 3 - UW-L Budget Budget Resource Planning Schedule Budget Reduction Allocation Summary by Division Budget Planning Options All Funds Budget GPR Budget By Fund UW System Expenditure Program Categories UW-L All Funds Budget by Expenditure Function Chart Tab 4 - Revenue Head Count Enrollment Summary FTE Enrollment Summary IR Enrollment Forecast UW-L Tuition Schedule Non-Resident & Graduate Tuition Scenarios Tab 5 - Expense Reductions GPR Budget Reduction Schedule GPR S&E Summary Non-Resident Fee Remission Allocation GPR Student Help Budget Instruction Activity by Department Tab 6 – GPR Offsets Auxiliary Chargeback Model Auxiliary and Seg Fee S&E Summary S&E Reduction Option Administrative Overhead Accounts Auxiliary & Seg Fee Units Financial Summary Tab 7 – Other Info Pay Plan Summary Resolutions adopted by Board of Regents Institutional Research Documents Vacant Position Review – Instructional and Non-Instructional UNIVERSITY OF WISCONSIN-LA CROSSE UNIVERSITY BUDGET COUNCIL FISCAL YEAR 2014-15 Joe Gow, Chancellor Heidi Macpherson, Provost & Vice Chancellor for Academic Affairs Bob Hetzel, Vice Chancellor for Administration & Finance Paula Knudson, Vice Chancellor for Student Affairs Greg Reichert, Vice Chancellor for University Advancement Bruce May, Dean, College of Business Administration Ruthann Benson, Dean, College of Liberal Studies Bruce Riley, Dean, College of Science & Health Marcie Wycoff-Horn, School of Education Director Aaron Monte, Joint Planning & Budget Committee Chair Natalie Eschenbaum, Faculty Senate Representative Drea Higgins, Academic Staff Council Chair Karry Auby, Classified Staff Council Chair Kaylee Otterbacher, Student Association President Hayley Kresnak, Student Association Vice-President Kristin Stanley, Budget Director University of Wisconsin - System Budget Reduction Management Plan DRAFT FOR DISCUSSION ONLY 2/13/15 GPR Budget Reduction Additional Costs * GPR Reduction and Costs Program Revenue-State and Segregated Cuts Total Reduction, Additional Costs and Cuts Potential Revenue** Shortfall 2013-15 Cut Yet to Be Distributed Total Shortfall Reduction/Savings Plan Temporary Savings Use of One Time Balances Permanent Base Reduction Ongoing Shortfall 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 (150,000,000) (208,079,409) (204,502,209) (250,445,864) (253,303,122) (262,261,484) (23,916,800) (20,760,500) (34,164,155) (28,516,864) (34,963,056) (29,663,303) (173,916,800) (4,724,100) (178,640,900) (228,839,909) (9,216,000) (238,055,909) (238,666,364) (9,216,000) (247,882,364) (278,962,728) (9,216,000) (288,178,728) (288,266,178) (9,216,000) (297,482,178) (291,924,787) (9,216,000) (301,140,787) 34,875,606 35,220,694 35,573,167 (253,303,122) 0 (253,303,122) (262,261,484) 0 (262,261,484) (265,567,620) 0 (265,567,620) 0 (178,640,900) (29,438,509) (208,079,409) 33,553,700 (204,502,209) 0 (204,502,209) 0 (208,079,409) (2,563,500) (250,445,864) 0 (250,445,864) 0 (204,502,209) 0 (250,445,864) * Additional costs include estimates for: Fringe benefit increases per Executive Budget Compensation Reserve Payments for Municipal Services at current DOA funded rate in 2016-17 Utililty increases at 5% in the first year of each biennium Systemwide pay plan increases of 2% in 2017-18, 1% in 2018-19, 2% in 2019-20, and 1% in 2020-21 ***Add institutional specific items here ** Potential revenue includes estimates for: Minnesota reciprocity changes in 2016-17 Tuition increases of 2.5% each year beginning in 2017-18 One-time GPR of $21.3 million in 2017-18 GPR increases each year due to 2.14% increase in the CPI beginning in 2018-19 ***Add institutional specific items here 0 (253,303,122) 0 (262,261,484) 0 (265,567,620) University of Wisconsin - LaCrosse Budget Reduction Management Plan DRAFT 2/13/15 --AMOUNTS WILL CHANGE AS NEW INFORMATION BECOMES AVAILABLE 2015-16 (6,345,000) 2016-17 (7,356,700) 2017-18 (7,114,800) 2018-19 (8,518,274) 2019-20 (8,173,399) 2020-21 (8,009,158) Additional Costs (C+G+H+I+J+K) Costs due to Authority Flexibilities (D+E+F) Payments for Municipal Services (at 2015 GPR Cost) Other Costs Other Costs Cost to Continue (Fringe Benefits) Utilities Increases Adjustment for Institutional Salary Plans Adjust for Systemwide Salary/Pay Plan Increases (2%/1%/2%/1%) Other Institutional Initiatives (1,011,700) 0 0 (878,200) (270,700) (270,700) (1,296,274) 0 0 (1,130,338) 0 0 (1,325,570) 0 0 (1,176,579) 0 0 (1,011,700) 0 (326,200) (281,300) (326,200) 0 (326,200) (309,400) (326,200) 0 (326,200) (340,700) 0 0 (970,074) (494,738) (999,370) (509,679) L M N GPR Reduction and Costs (A+B) Program Revenue-State and Segregated Cuts Total Reduction, Costs and Cuts (L+M) (7,356,700) 0 (7,356,700) (8,234,900) 0 (8,234,900) (8,411,074) 0 (8,411,074) (9,648,612) 0 (9,648,612) (9,498,969) 0 (9,498,969) (9,185,737) 0 (9,185,737) O P Q R S T U V W X Y Z Options for Revenue (P+T+U+V+W+X+Y+Z) Savings due to Authority Flexibilities Other Savings Other Savings Other Savings Tuition Incr (2.5% per Yr for res UG, same $ for nres UG & grads) GPR from CPI Assumes 2.14% per Year Beginning in 2018-19 One Time GPR MN Reciprocity (2013-14 Level), contingent on becoming Authority Nonres and Programmatic Tuition Adj at Institution Enrollment Changes at Institution Other Institutional Initiatives 0 0 1,120,100 0 (107,200) 0 1,475,213 0 1,489,810 0 1,504,720 0 0 0 0 0 0 0 900,300 219,800 793,100 0 (900,300) 0 793,100 682,113 0 0 793,100 696,710 0 0 793,100 711,620 0 0 AA Shortfall (N+O) AB 2013-15 Cut Yet to Be Distributed AC Total Shortfall (AA+AB) (7,356,700) 0 (7,356,700) (7,114,800) 0 (7,114,800) (8,518,274) 0 (8,518,274) (8,173,399) 0 (8,173,399) (8,009,158) 0 (8,009,158) (7,681,017) 0 (7,681,017) AD Permanent Base Reduction AE Ongoing Shortfall (AC+AD) (7,356,700) (7,114,800) (8,518,274) (8,173,399) (8,009,158) (7,681,017) A GPR Budget Reduction B C D E F G H I J K Plan to Manage the Balance of the Shortfall AF Temporary Savings AG Use of One Time Balances AH Reduction/Savings Plan (AD+AF+AG) AI AJ AK AL GPR Base Excluding Debt Service (from Prior Year) GPR Funding Change Remove Attached Entitites from UW- Madison (SLH and VDL) Adjusted GPR Base Excluding Debt Service 0 24,376,900 (6,345,000) 18,031,900 0 18,031,900 900,300 0 18,932,200 0 0 0 0 18,932,200 (900,300) 18,031,900 682,113 18,714,013 696,710 19,410,724 711,620 18,031,900 18,714,013 19,410,724 20,122,343 University of Wisconsin System Budget Reduction Scenarios 2014-15 Total Adjusted Percent of GPR/Fee Base* Total Madison Milwaukee Eau Claire Green Bay La Crosse Oshkosh Parkside Platteville River Falls Stevens Point Stout Superior Whitewater Colleges Extension System Admin. Systemwide Total Distribute $50 Million Distribute $100 Million Distribute $150 Million 673,525,304 241,511,191 92,627,072 44,604,746 74,988,612 89,587,661 41,494,929 50,677,134 50,353,158 75,864,555 70,006,125 28,020,191 75,847,948 68,978,427 64,834,757 7,584,717 22,356,014 37.99% 13.62% 5.22% 2.52% 4.23% 5.05% 2.34% 2.86% 2.84% 4.28% 3.95% 1.58% 4.28% 3.89% 3.66% 0.43% 1.26% 18,995,000 6,810,000 2,610,000 1,260,000 2,115,000 2,525,000 1,170,000 1,430,000 1,420,000 2,140,000 1,975,000 790,000 2,140,000 1,945,000 1,830,000 215,000 630,000 37,990,000 13,620,000 5,220,000 2,520,000 4,230,000 5,050,000 2,340,000 2,860,000 2,840,000 4,280,000 3,950,000 1,580,000 4,280,000 3,890,000 3,660,000 430,000 1,260,000 56,985,000 20,430,000 7,830,000 3,780,000 6,345,000 7,575,000 3,510,000 4,290,000 4,260,000 6,420,000 5,925,000 2,370,000 6,420,000 5,835,000 5,490,000 645,000 1,890,000 1,772,862,541 100.00% 50,000,000 100,000,000 150,000,000 * Adjusted base excludes utilities, debt service, budgeted 131, credit extension, financial aid, and Systemwide holding. University of Wisconsin System Initial Review of 2015-17 Executive Budget (Revised February 5, 2015) Changes are Underlined University of Wisconsin System Authority proposed: The recommended budget reduces GPR funding for the proposed UW System Authority by $300 million GPR biennially, $150 million annually and removes the State Laboratory of Hygiene (SLH) and the Veterinary Diagnostic Lab (VDL) from the University’s budget. Both SLH and VDL would be attached to the Department of Agriculture, Trade, and Consumer Protection (DATCP): University of WI – Authority Funding Redbook Budget DOA Re-estimates Adjust Debt Service State’s Adjusted Base for 2015-17 Budgetary Changes Cost to Continue Full Funding of Salary Adjustments Increase for those less than $15/hr Full funding of Market Adjustments Cost of Leases/Required Moves Smith Lever Positions Full funding of Fringes Debt Service Total Cost to Continue 2014-15 2015-16 $1,178,197,300 (31,550,300) (4,275,200) $1,142,371,800 $1,142,371,800 $4,299,900 599,800 2,631,600 28,600 51,100 10,366,800 (13,626,700) $4,351,100 2016-17 996,722,900 30,400 (11,433,500) ($11,403,100) New Initiatives Remove State Lab of Hygiene Remove Veterinary Diagnostic Lab Remove Cost-to-Continue for SLH & VDL One time funding adjustment Budget Reduction Change in Funding (150,000,000) (150,000,000) 5,301,400 Authority Funding Level $996,722,900 $990,621,200 Less Debt Service Appropriation (10,676,400) (5,101,100) (204,200) 21,283,100 (215,774,700) Less One Time Funding Adjustment Less 2016-17 Cost of Leases (21,283,100) (30,400) Base for CPI Adjustment in 2018-19 $753,533,000 Major Changes under the Proposed UW System Authority Governance The budget removes most of the statutory language currently included for the UW System, while transferring existing Board policies to the UW Authority. Shared governance and tenure will need to be moved to Board policy. The UW System Authority would no longer be required to make rules under the administrative procedures act except in limited circumstances. Tuition/Pricing Undergraduate resident tuition would be frozen for the 2015-17 biennium. Limitations on remission authority for nonresidents would be removed. The Authority will be responsible for negotiating the Minnesota/WI Reciprocity Tuition Agreement for the 2016-17 fiscal year. Capital Planning/Construction. All non-GPR projects would be exempt from enumeration. Non-GPR projects above $760,000 require project approval by the State Building Commission. Projects in excess of $760,000 will be bid by the Division of Facilities Development (DFD). The Authority will manage design and construction of its projects. The Authority may issue bonds that are not a liability of the state. The Authority will negotiate a renewable lease with DOA to use state property for up to 75 years at a nominal fee. Authority may purchase or lease land or buildings and sell said property. The Authority does not have access to Building Trust Funds for UW Colleges. Procurement, Risk Management, Printing and Fleet Provides authority for all procurement, printing and fleet policies. The Authority may use state contracts but is not required to do so after July 1, 2016. The Authority would remain in the state’s property and liability insurance program but could choose to opt out or in with sufficient notice. The authority would not be included in the state’s workers compensation program. Human Resources/Personnel Provides full authority for approving pay plan to the Board. Office of State Employment Relations (OSER) and Joint Committee on Employment Relations (JCOER) approval would not be required. The Board would be responsible for developing and implementing a personnel structure and employment policies for the authority. UW institutions would not receive supplemental funding from the Compensation Reserve Employees would become UW Authority employees. Employees who are currently in the classified service would be covered by the Municipal Employment Relations Act (MERA) for collective bargaining. Faculty, academic staff, and university police are excluded from MERA. Budget Authority GPR (excluding Debt Service) would be adjusted annually, beginning in 201819, by the previous calendar year’s CPI. All program revenue and seg funded appropriations are removed from state books. The Authority would continue to be subject to emergency budget reductions. Position reporting and creation limitations are eliminated. Creates two GPR appropriations for the authority (instead of five), one for General Program Operations and one for debt service. Beginning in 2016-17, the Authority is required to negotiate and pay for municipal services. The state currently negotiates the payments and funds the state share of these costs. This will cost the UW Authority between $6 and $10 million annually. Removes the requirements, and funding, for the following programs in 2015-16 and 2016-17: o Aquaculture (2016-17) o Health Care loan assistance (2016-17) o UW Green Bay/Oneida programming (2016-17) o Environmental Education (2015-16) o Discovery Farms (2016-17) o Environmental Educations; Forestry (2016-17) o WI Bioenergy Initiative (2015-16) o Extension Recycling (2015-16) o Grants – Forestry (2016-17) o Environmental Program Grants (2016-17) o Rural Physician Residency Assistance (2016-17) o Solid Waste Research (2015-16) o Telecommunication Services (2016-17) o Wisconsin Agricultural Stewardship Initiative (2016-17) o Outdoor Skills Training (2016-17) o Studies of Great Lakes Fish (2016-17) Financial Management Authority may deposit auxiliaries, segregated fees, gifts, grants and donations in local government Investment pool. It does not appear to provide flexibility to invest in longer term investments Other Major Changes Impacting the UW System Over the biennium, $4,968,400 will be transferred from GPR to Program Revenue for educational programming by the Educational Communications Board. This is expected to impact Wisconsin Public Television and Wisconsin Public Radio. No change to funding in the Higher Educational Aids Board for the Wisconsin Grant for UW Students. The Governor recommends offering a $2,000 annual incentive for employees who opt out of the state health insurance program. The Governor recommends eliminating the Educational Approval Board, which is responsible for regulating private educational institutions. Consumer protections are retained by providing the Department of Agriculture, Trade and Consumer Protection with broad authority to address complaints against both for-profit and nonprofit private institutions of higher education. The budget provides a $7 million increase to the Higher Educational Aids Board (HEAB) over the biennium to fully fund the Wisconsin Covenant Scholars program. These funds may be used by students who enroll in University of Wisconsin System Authority institutions, any Wisconsin Technical College System campus, or Wisconsin Association of Independent Colleges and Universities institutions. UW System Authority 2015-17 Budget Proposal Summary 1. Governance The Governor’s proposal creates a public authority known as the “University of Wisconsin System Authority.” Most provisions of the public authority will go into effect on July 1, 2016. Current Law or Practice Governor’s Proposal “The mission of the system is to develop human resources, to discover and disseminate knowledge, to extend knowledge and its application beyond the boundaries of its campuses and to serve and stimulate society by developing in students heightened intellectual, cultural and humane sensitivities, scientific, professional and technological expertise and a sense of purpose. Inherent in this broad mission are methods of instruction, research, extended training and public service designed to educate people and improve the human condition. Basic to every purpose of the system is the search for truth.” [36.01(2)] The Board of Regents is the governing body of the UW System. “The mission of the system is to develop human resources to meet the state’s workforce needs, to discover and disseminate knowledge, and to develop in students heightened intellectual, cultural, and humane sensitivities, scientific, professional and technological expertise, and a sense of purpose.” 36. 01 (1) (a) creates a board for the UW Authority. There is no change to composition, terms, or method of appointment. [Nonstatutory Section 9148] Faculty, academic staff, and students have defined The statutory language for shared governance and shared governance rights in statute. [36.13, 36.09(4), tenure are repealed. 36.09(4m), and 36.09(5)] UW System officers and employees that serve on the governing board of a lobbying principal are currently exempt from lobbying laws. [13.625(6s)] Solicitation or receipt of anything of pecuniary value by UW Authority employees would constitute a violation of the lobbying law, merely by virtue of service on a board of an entity that happens to be a lobbying principal. 1 Notes Current regents will continue their terms on the Board of Regents of the University of Wisconsin Authority. Section 36.02(6) contains a small typographical error (“office” instead of “officer”). All existing Board policies are transferred to the University of Wisconsin Authority. The Board of Regents would be expected to adopt policies on shared governance and tenure. 1. Governance (continued) The UW System is currently referred to as a “body corporate” in statute. [36.07] The UW Authority is referred to as a “public body corporate and politic.” [36.02] UW System is required to make rules under the State’s administrative procedures act. Except under limited circumstances, the UW Authority is no longer required to make rules under the administrative procedures act. No change The Board is statutorily granted police authority and the ability to employ peace officers under the supervision of each chancellor. [36.11(2)] The UW System continues to request that language related to the UW Authority being a “body politic” be removed. This change would strengthen the UW’s case for retaining sovereign immunity. The UW Authority’s ability to issue forfeitures for certain rules violations is unclear. Significant Issues Sovereign Immunity 2. Tuition/Pricing Current Law or Practice Governor’s Proposal Notes The Board of Regents has authority to set tuition and fee rates for all students. [36.27(1)] No change Due to the legislatively-mandated tuition caps and freezes, the Board has been unable to exercise this authority. The Governor’s proposal includes an additional tuition freeze for resident undergraduate students in the 201517 biennium. [Nonstatutory section 9148(4)] Whether a student is considered a resident or nonresident for tuition purposes is determined by state statute. [36.27(2)] The UW can waive nonresident tuition, but generally not resident tuition, for a limited number of qualifying nonresident students. Military personnel and veterans may qualify for a full waiver of tuition and fees under the Wisconsin GI Bill and other educational benefits. [36.27(2)(b), 36.27(3n), 36.27(3p), and 36.27(3r)] No change The statutory limitations on nonresident tuition waivers are removed. [36.27(3)] No change 2 2. Tuition/Pricing (continued) The Higher Educational Aids Board annually negotiates the Minnesota Reciprocity Agreement on behalf of Wisconsin. The agreement is then submitted to the Joint Committee on Finance for passive review. The State of Wisconsin makes any required payments to Minnesota. [39.47] The UW Authority negotiates the Minnesota Reciprocity Agreement on behalf of Wisconsin. The agreement is no longer reviewed by the Joint Committee on Finance. The UW makes any required payments to Minnesota. [36.27(7)] 3. Capital Planning/Construction Current Law or Practice The UW capital budget is reviewed and approved by the State Building Commission, except for gift-funded projects under $500k. [13.48(7)] All capital projects greater than $760,000 require legislative enumeration in the biennial capital budget. All projects greater than $185,000 require State Building Commission approval. The UW System has no authority to issue its own bonds. All bonds are issued as general obligation bonds of the State. Governor’s Proposal Notes Non-GPR projects are exempt from legislative approval, per 13.48 (10) (c) and therefore are exempt from this section. 13.48(10) (c) exempts all non-GPR projects from enumeration and need for SBC approval. However, language currently contained in the bill [36.11 (27m)], related to the proposed lease between the UW System Authority and the state, means that projects $760,000 or more that are built on state-owned land or involving stateowned facilities require project-by-project approval by the State Building Commission. Also see existing stats. 13.48(4) and 13.48(6). Previously only gift funded projects under $500,000 were exempt. The required language in the proposed lease between the Authority and state is contradictory to the exemption from SBC approval for non-GPR projects featured in amended 13.48 (10) (c). UWSA is able to issue bonds for any corporate purpose, but they are NOT a liability of the state. The bonds will state that they are payable, solely from the funds pledged for their payment in accordance with the bond resolution authorizing their issuance. [36.11(1p)] UW System should seek to use existing groups – DOA’s capital finance or WHEFA - to be its bond authority. Bonds such as this will require additional financial reporting and audit by revenue stream. 3 3. Capital Planning/Construction (continued) The Department of Administration reviews plans and specs for all UW System projects. [16.85(12)] All projects, except those fully funded using gifts and grants, costing $760,000 or more will be bid by the Division of Facilities Development (DFD). DOA manages design and construction of all UW System projects. [16.85(1) and (2)] The State Building Commission approves all projects at authority to construct regardless of fund source and project amount. [13.48 (10)] The UW Authority is exempted from these sections. The State Building Commission will approve authority to construct/renovate for projects that are $760,000 or more and involve state-owned facilities or are on state-owned land. New provision in budget bill New provision in budget bill The State Building Commission may sell or lease state property. [13.48(14)] DOA is able to sell or lease UW System property. [16.848(1)(a)] The State Building Commission must approve all gifts of land for the University. [13.48(2)(b)1m] DOA will negotiate a lease with the UW Authority to use state property for up to 75 years at a nominal fee. [36.11(27m)] Board may purchase or lease land or buildings and may sell said property. The new language deletes State Building Commission approval. However, the new lease states that projects $760,000 or more will be approved by the State Building Commission. [36.11(27m)(4)] The UW Authority is exempt from this section– subject to 36.11(27m) (a) lease agreement. [13.48(14)(am)5] Property subject to the 36.11(27m) (a) lease agreement is excluded from sale or lease. [16.848(2)(em)] Section is repealed. 4 UW Authority will not pay a DFD Fee. There is no mention of PR- or tuition-funded projects, although the language can lead us to construe that PR- or tuition-funded projects will be bid by DFD as they are not categorically excluded like gifts and grants. The State will have ownership of all property even properties donated to the university or paid for with university funds, gifts, or grants. The State Building Commission is required to approve projects $760,000 or more, which creates a contradiction from the exemption in 13.48(10) (c). The new lease will require careful negotiation. Sections 13.48(10) (c) and 36.11 (27m) (4) are in alignment. Therefore, all GPR-funded projects require State Building Commission approval. This will need to be carefully negotiated as part of the new lease. This repealed component is covered in the new lease and can be added back in at that time. [36.11(27m)] The preference is to retain Regent responsibility for gift acceptance. The State Building Commission may allocate Building Trust Funds on behalf of UW Colleges. [13.48(2)(f)] DOA charges a fee for services. [16.88] Section is repealed. The UW would not be granted access to these funds anyway. Remains in effect, although it is limited in scope. Significant Issues The State Building Commission retains approval of the biennial budget and all GPR-funded projects through the state capital budget. The Board of Regents would approve projects, but the State Building Commission, per 36.11 (27m) 4., has project-by-project approval authority for construction and renovation projects, regardless of fund source, that $760,000 or more and involve a state-owned facility or are on state-owned land. The UW Authority manages all projects including architect/engineering and construction management regardless of fund source. DOA continues to conduct the bidding of all UW Authority projects costing more than $760,000, unless the project is fully gift or grant funded. The state keeps ownership of all properties regardless of whether they are gift, grant or PR funded. If there are properties given to the state with statutory restrictions that are not in the deed - there could be future conflict. [36.11 (37)] What are the terms of the lease agreement between the Authority and the DOA and the associated costs of such an agreement? There are still questions with regard to contracts or leases held by DFD/DOA on behalf of UW System. Will they transfer to the new Authority – particularly longer term leases or contracts? 5 3. Procurement, Risk Management, Printing and Fleet Current Law or Practice Governor’s Proposal Notes DOA is responsible for almost all aspects of UW System procurement including delegation of purchasing authority, approvals of purchases, and procedures of purchasing. The UW Authority would be responsible for or delegate management of all procurement policy and operational policies. The UW Authority would continue to be subject to Affirmative Action requirements for contractors. The UW Authority could continue to use State contracts, but it would not be required to use them after July 1, 2016. The UW Authority would hold responsibility for fleet policy. The UW Authority would remain in the State’s program. With a one year notification, the UW Authority could opt out of the State’s insurance program, subject to DOA approval. After July 1, 2016, DOA can decide or determine whether to discontinue UW’s participation in the State’s worker’s compensation program. Federal subcontracting rules and regulations for grants and contracts would continue to impact the UW Authority procurement process. Required use of State contracts, as determined by the Department of Administration. DOA is responsible for management of the State’s fleet. The UW System is currently part of the State’s property and liability insurance program. The UW System is currently part of the State’s worker’s compensation insurance program. DOA is responsible for all printing policy, procedures, and contracts. The UW Authority would hold responsibility for printing policy. Would require approval of DOA to leave the program. UW would likely lose the protection of the sum sufficient appropriation and so there would be a cost for excess worker’s compensation insurance. In addition it is unclear if litigation would occur through the state or through courts. The requirement to compete printing is in the State’s constitution, not statute, so the basic requirement continues to exist. Significant Issues A Procurement Policy and Operational framework will need to be in place before July 1, 2016. A project team will be assembled to do this work. A study will be conducted to determine the costs, benefits, and risks of running an insurance program for the UW Authority. 6 4. Human Resources/Personnel The ability the Board of Regents to approve and implement its own compensation plan including the ability to adjust compensation outside the pay plan to recognize merit, market factors, equity, promotion, and change in duties. Authority to monitor dual employment within the UW System. Current Law or Practice Governor’s Proposal Notes Pay plan requests from the Board of Regents must be submitted to Office of State Employment Relations (OSER) and then approved by the Joint Committee on Employment Relations (JCOER). [230.12(3)(e)] Board of Regents would have full authority for approving pay plans for all faculty and staff without going through OSER and JCOER for approval. Clarification is needed to provide either for this authority to be effective July 1, 2015 or for inclusion of University of Wisconsin System employees in the OSER compensation plan for fiscal year 2015-16. Two personnel systems- one for UW-Madison and one for the balance of the UW System - are set to go into effect on July 1, 2015. These systems are separate and distinct from the State personnel system under OSER. [36.115] OSER bargains with all certified state employee unions. Contracts are submitted to JCOER for approval. [111.815(1)] The Board shall develop and implement a personnel structure and other employment policies for all employees of the UW Authority. [36.09(1)(e) renumbered as 36.11(1t)] Wisconsin Statute s. 36.115 is repealed effective July 1, 2016. Board policy and operational polices developed by UW System Administration and UW-Madison will continue under the new authority structure.* Clarification is needed to determine the extent of the Board’s authority in negotiating and approving collective bargaining agreements on July 1, 2015. The university receives funding for compensation and fringe adjustments beyond base levels from the State’s Compensation Reserve. [20.865(1)(c) and 20.928(1m)] Removes the University Authority employees from eligibility for funding from the Compensation Reserve. The Board of Regents would have authority to bargain with certified unions and be responsible for approving and administering those contracts for UW Authority employees. UWSA will have to use its own resources to cover adjustments in future. Currently, the State covers approximately 70 percent of GPR employee cost changes. *The work that the UW System Administration and UW-Madison have been engaged in over the past four years in preparation for the two new personnel systems authorized under s. 36.115 will provide for a natural and nearly seamless transition to authority status for the UW System. 7 5. Human Resources/Personnel (Continued) UW System classified staff are currently covered by the State Employment Labor Relations Act (SELRA) as state employees. UW System faculty and academic staff are currently excluded from collective bargaining rights under SELRA. [111.81(7)] For the purposes of labor relations law, the UW Authority would be a municipal employer. UW staff currently in the classified service would be employees covered by the Municipal Employment Relations Act (MERA) and not covered by SELRA. Faculty, academic staff, and university police would not be defined as municipal employees and, therefore, would not be permitted to engage in any collective bargaining. [111.70(1)(i) and (j)] 8 Under the proposed change to the Employee Trust Funds (ETF) law definition of “municipal employer” in Chapter 40, the UW System Authority is not a municipal employer. Unnecessary confusion will exist if the UW Authority is a “municipal employer” for some purposes, but not for others. Consideration should be given to creating a brief new subchapter of Chapter 111, under which current UW System classified staff would be defined as UW Authority employees and would have rights similar to the rights of employees under SELRA and MERA. Also the right of UW System police officers to engage in collective bargaining should not be totally eliminated. 6. Legal Current Law or Practice The Department of Justice represents the UW System in litigation. [165.25(8r)] The UW System must have DOA’s/Governor’s approval to hire outside counsel. UW System officers, employees, and agents are defended and indemnified. Governor’s Proposal Notes No change The UW Authority Board would have power to hire outside counsel. UW Authority officers and employees - but not agents - continue to be defended and indemnified as is currently the case. UW System is under the 120-day notice of claim provision for suits against the state. No change UW System employees receive state law protections from damages over $250,000 and from punitive damages. No change 9 This is a problem as students and Board of Regent members are “agents.” 7. Budget Current Law or Practice The UW System receives GPR funding increases through the State’s biennial budget process. State agencies including the UW System are subject to potential reductions in appropriations as an emergency measure if necessitated by reduced state revenues. [13.101(6)(a)] The UW System is required to report on positions to the state and must abide by the terms of a Memorandum of Understanding with the Department of Administration (DOA). [16.004(7)(a), 16.50(3)(b) and (c)] The UW System has five GPR appropriations, several program revenue appropriations, and SEG appropriations. [20.285] Governor’s Proposal The UW Authority would receive GPR support from sales tax revenue. Each year, beginning in FY 19 the GPR appropriation would be adjusted for the annual change in the Consumer Price Index. [77.665]. No change GPR would be paid in quarterly installments. Payments are contingent on the UW Authority making payments under the lease agreement, for municipal services, and any other payment obligations to the State. [16.004(19)] This section does not appear to apply to other authorities and puts UW funding at risk in the future. No position reporting and position creation limitations. Deletes all appropriations for the UW Authority except a block grant for state operations [(1) (a)] and an appropriation for state debt service [(1) (d)]. The State makes municipal services payments The UW Authority will negotiate with for the GPR share of facilities and the university municipalities and make payments in lieu of reimburses the state for a program revenue taxes. State funding will cease when the share in lieu of taxes. [20.865(3)(i)] Authority begins. Current statues require the Board to have and Removes the statutory requirement to offer and fund certain programs. [36.25] fund certain PR and SEG programs. Provides greater management flexibility to Board and institutions. Significant Issues Notes Payments for Municipal Services Potential for inclusion in lapses by the state The future of Program Revenue and SEG funded programs when funding ceases 10 The current five GPR appropriations are State Operations, Debt Service, State Lab of Hygiene, Veterinary Diagnostic Laboratory, and UW System Administration. This will result in a loss of funding on behalf of the Authority of more than $6 million annually. In some cases, funding resources are also removed. 8. Financial Management Current Law or Practice The State manages the UW System’s cash by investing in the State Investment Fund (SIF). Pooled cash balances for the UW System and all state agencies are maintained in short-term investments to provide the needed liquidity for the State’s operating expenses. Governor’s Proposal Notes The UW Authority may deposit cash balances from auxiliary enterprises, segregated fees accumulated for building projects, gifts, grants, and donations in the Local Government Investment Pool. Other cash balances, such as tuition, must still remain with the State. [25.50(3m)] Based on initial review, the Local Government Investment Pool is a component of the SIF. It is ambiguous whether the proposed placement of funds in the Local Government Investment Pool provides the flexibility to invest balances in longer term investments and achieve a higher rate of return when funds are not needed for a determinable amount of time. Governor’s Proposal Notes 9. Financial Aid Current Law or Practice The Board may not make a grant to a person whose name appears on the statewide support lien docket, unless the person provides to the board a payment agreement that has been approved by the county child support agency and that is consistent with promulgated rules. [36.11(6)(b), 35.25(14), 36.25(49), and 36.34(1)(b)] Each year, the UW System develops and submits a proposed formula for the Wisconsin Grants (formerly called WHEG Grants) to the Higher Educational Aids Board. [36.11(6)(c)] The UW System may make Tuition Assistance Grants (TAG) to certain resident undergraduate students who do not receive a Wisconsin Grant. [36.25(49)] The statutory language prohibiting making grants to these persons is repealed. No change The statutory language authorizing and limiting the scope of the Tuition Assistance Grant programs is repealed. 11 Support lien docket restrictions on participation in the Minnesota Reciprocity program are unchanged. [39.47(2m)] 10. Accountability Current Law or Practice Legislative Audit Bureau (LAB) conducts postaudits. LAB can examine decision-making and implementation of said decisions within the UW System, while LAB cannot delve into matters of academic freedom, content of academic programs and the methodology involved with individual faculty instruction, research or service. [13.94(1)] There are several requirements and reports related to IT: Strategic planning, large-high-risk projects, master leasing, open-ended contracts and high-cost projects. 36.09 (1)(h) currently discusses principles by which the Board should allocate funds to the institutions and how money could be reappropriated if the Board chooses to suspend/cease operations at one of the institutions. The UW System and UW-Madison are required to provide annual accountability reports to the Governor and Legislature. [36.65] Legislative Fiscal Bureau Director or designates have access, with or without notice, to UW System & its fiscal/operational records. [13.95] Governor’s Proposal Notes No change Repeals individual components of the section and only leaves a requirement to report to the Joint Committee on Information Policy and Technology on IT projects costing more than $1,000,000 that are funded with GPR. No longer a required to also report anything that is large or high risk. Establishes that the Regents set the authority’s budget and are in charge of fiscal management. The Board would be required to provide financial and statistical information as required by the Secretary of the Department of Administration. No substantive change to the re-appropriation powers of the Board if it chooses to cease/suspend an institution’s operations. The reporting requirements are largely unchanged. The UW Authority and UWMadison would no longer be required to report on the number of degrees awarded in highdemand fields, economic development programs, and Incentive Grants. Amendment ensures that LFB will continue to have the same access to UW System and its records. 12 Language on providing information is drawn from similar statutory language for the UW Hospitals and Clinics Authority 11. Attached Agencies and Positions These are positions or agencies that are attached to the University by statute. Current Law or Practice Governor’s Proposal Notes The State Laboratory of Hygiene is attached to the UW System [15.915 (2)]. The State Laboratory of Hygiene would be attached to the Department of Agriculture, Trade, and Consumer Protection (DATCP). The Board of Regents will no longer appoint the Director of the Laboratory. The appointment would be recommended by the Secretary of the DATCP to the Laboratory of Hygiene Board. The Chancellor of UW-Madison (or designee) still is a member of the Laboratory of Hygiene Board. The Veterinary Diagnostic Laboratory is attached to the UW System. [15.915 (1) (a)]. The Veterinary Diagnostic Laboratory would be attached to the DATCP. The Chancellor of UW-Madison (or designee) remains a member of the Veterinary Diagnostic Laboratory Board. The Board of Regents appoints the State Geologist, Director of the Psychiatric Institute, and State Cartographer. [36.09(1)(e)] The Board of Regents/UW System have appointments to the College Savings Program Board [15.105 (25m)(b)], Acid Deposition Research Council [15.107 (5)(a)(4)], Agricultural Education and Workforce Council [15.137 (2)(a)(5)], Fertilizer Research Council [15.137 (5)], Natural Areas Preservation Council [15.347 (4)(b)], Groundwater Coordinating Council [15.347 (13)(b)(6), Professional Standards Council for Teachers (15.377 (8)(c) 8], Educational Communications Board [15.57(1) and (5)], Higher Educational Aids Board [15.67(1)(a)(1)], Veterinary Diagnostic Laboratory Board [15.915(1)], Laboratory of Hygiene Board [15.915(2)], Environmental Education Board [15.915(6)], Rural Health Development Council [15.917], Technical College System Board [15.94 (2m)] No change No substantive changes to appointments other than the following: (1) The Fertilizer Research Council is repealed from statute (2) Recommendation of the faculty member who serves on the Professional Standards Council for Teachers now derives from the Board of Regents rather than the UW System President. (3) The Veterinary Diagnostic Laboratory Board and the Laboratory of Hygiene Board are no longer attached to the UW System, as noted above. (4) The Environmental Education Board is repealed from statute. (5) The Rural Health Development Council is repealed from statute. 13 Question of whether the Environmental Education Board and Rural Health Development Council, as boards formerly attached to the UW System, need to be recreated by the Board of Regents under policy. University of Wisconsin-La Crosse Biennial Budget Reductions - Fiscal Impact Summary 2001-03 to 2013-15 Biennia Biennium UW System Reduction UW-L Base Reduction UW-L 1x Reduction UW-L Total Reduction UW-L FTE Reductions UW-L Biennial Student to Faculty Ratio 2001-03 55M 1.4M .6M 2M 13 3.4M 22:1 2003-05 100M 1.7M .8M 2.5M 27 4.2M 22:1 2005-07 90M 1.8M - 1.8M 30 3.6M 24:1 2007-09 25M (1x) - .6M .6M - .6M 23:1 2009-11 155M 3.1M 3.86M 6.96M 6 9.5M 21:1 2011-13 125M 5.2M 2.71M 7.91M 2 13.1M 20:1 2013-15 62M 2.48M - 2.48M - 4.96M 19:1 Total 612M 15.68M 8.57M 24.25M 78 39.36M University of Wisconsin System 2014-15 Annual Budget GPR/Tuition 2014-15 GPR/Tuition 985,403,176 319,654,795 Remove Utilities 77,867,714 12,603,730 Remove Debt Service 110,634,077 22,645,141 Remove Budgeted 131 22,614,586 38,006,309 Adjusted GPR/Tuition 774,286,799 246,399,615 Adjusted GPR 307,952,026 94,796,586 Adjusted Tuition 466,334,773 151,603,029 114,782,539 60,209,629 112,018,736 113,451,458 51,761,210 88,281,807 61,255,484 91,311,824 95,196,466 38,734,055 114,221,922 2,518,705 2,139,052 2,951,708 3,366,003 2,250,796 2,735,127 2,098,210 3,128,631 2,246,017 1,661,346 3,377,060 9,491,492 8,205,313 10,942,711 13,050,404 6,563,397 9,038,876 6,467,191 9,488,106 11,332,773 7,327,640 14,784,928 9,582,379 4,851,073 22,384,111 6,748,949 900,000 24,042,441 2,066,089 2,226,541 10,986,255 1,594,642 8,755,953 93,189,963 45,014,191 75,740,206 90,286,102 42,047,017 52,465,363 50,623,994 76,468,546 70,631,421 28,150,427 87,303,981 62,782,488 29,387,977 53,630,844 60,182,153 23,922,941 34,499,522 33,524,826 52,195,248 46,440,743 12,929,668 71,057,116 Colleges 78,018,705 Extension 119,352,481 System Admin. 7,584,717 Systemwide 75,919,908 Total 2,527,158,912 3,653,255 272,611 2,946,011 2,192,040 2,192,397 16,930,035 139,800,000 245,110,100 156,951,725 69,227,042 116,887,830 7,584,717 58,989,873 1,985,297,087 30,407,475 15,626,214 22,109,362 30,103,949 18,124,076 17,965,841 17,099,168 24,273,298 24,190,678 15,220,759 16,246,865 231,367,685 27,761,539 64,834,757 7,584,717 58,989,873 1,024,654,868 Madison Milwaukee Eau Claire Green Bay La Crosse Oshkosh Parkside Platteville River Falls Stevens Point Stout Superior Whitewater 41,465,503 52,053,073 1,192,009,904 % GPR 39.77% 38.47% 32.63% 8 34.71% 3 29.19% 10 33.34% 7 43.10% 2 34.24% 5 33.78% 6 31.74% 9 34.25% 4 54.07% 1 18.61% 11 40.10% 55.47% 100.00% 100.00% 51.61% % Tuition 60.23% 61.53% FTE 67.37% 9,695 65.29% 4,991 70.81% 10,019 66.66% 10,924 56.90% 3,694 65.76% 7,878 66.22% 5,489 68.26% 8,536 65.75% 7,710 45.93% 2,115 81.39% 10,887 81,938 59.90% 44.53% 0.00% 0.00% 60.04% GPR Per FTE 3,136 3,131 2,207 2,756 4,906 2,281 3,115 2,844 3,138 7,197 1,492 2,824 University of Wisconsin-La Crosse Budget by Funding Source - State Support and Academic Fee Support Fiscal Years 2002-2015 Fiscal Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 State 41,031,311 40,844,966 35,548,840 34,735,577 34,525,001 35,334,621 38,173,003 38,514,643 34,531,327 34,686,549 27,640,498 31,120,471 34,253,076 36,003,781 Academic Student Fees 27,319,252 29,117,385 32,807,280 36,185,367 39,216,900 40,636,591 42,296,845 44,356,093 46,381,921 48,507,042 63,848,731 66,716,453 74,475,664 76,014,955 GPR/Fee Budget 68,350,563 69,962,351 68,356,120 70,920,944 73,741,901 75,971,212 80,469,848 82,870,736 80,913,248 83,193,591 91,489,229 97,836,924 108,728,740 112,018,736 State % Academic Fees % 60.03% 58.38% 52.01% 48.98% 46.82% 46.51% 47.44% 46.48% 42.68% 41.69% 30.21% 31.81% 31.50% 32.14% 39.97% 41.62% 47.99% 51.02% 53.18% 53.49% 52.56% 53.52% 57.32% 58.31% 69.79% 68.19% 68.50% 67.86% UW-La Crosse GPR/Academic Fee Funding 80.00% Percentage of Support 70.00% 60.00% 50.00% 40.00% State % 30.00% Academic Fees % 20.00% 10.00% 0.00% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Fiscal Year University of Wisconsin-La Crosse Budget by Funding Source - State Support and All Other Funding Fiscal Years 2002-2015 Fiscal Year 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 State 41,031,311 40,844,966 35,548,840 34,735,577 34,525,001 35,334,621 38,173,003 38,514,643 34,531,327 34,686,549 27,640,498 31,120,471 34,253,076 36,003,781 Non-State 76,420,771 74,433,092 84,149,292 90,079,834 94,128,212 93,135,622 102,328,994 106,515,176 111,271,033 159,973,836 182,988,949 186,778,903 184,311,880 187,545,194 Total UWL Budget 117,452,082 115,278,058 119,698,132 124,815,411 128,653,213 128,470,243 140,501,997 145,029,819 145,802,360 194,660,385 210,629,447 217,899,374 218,564,956 223,548,975 State % 34.93% 35.43% 29.70% 27.83% 26.84% 27.50% 27.17% 26.56% 23.68% 17.82% 13.12% 14.28% 15.67% 16.11% Non-State % 65.07% 64.57% 70.30% 72.17% 73.16% 72.50% 72.83% 73.44% 76.32% 82.18% 86.88% 85.72% 84.33% 83.89% UW-La CrosseState & All Other Funding 100.00% 90.00% Percentage of Support 80.00% 70.00% 60.00% 50.00% State % 40.00% Non-State % 30.00% 20.00% 10.00% 0.00% 2002 2003 2004 2005 2006 2007 2008 2009 Fiscal Year 2010 2011 2012 2013 2014 2015 University of Wisconsin-La Crosse Budget Resource Planning Summary for 2015-17 Biennium As of March 25, 2015 DRAFT FOR DISCUSSION ONLY JPB Vote Description Resource Strategy UBC Accept Amount Recommended In Favor Against 13 9 15-17 Biennial Budget Adjustments GPR Budget Reduction (4.23% UWL GPR/Fee Base x 180M UWS Base Cut) 1% Pay Plan FY16 Total 7,614,000 414,444 8,028,444 n/a Y 7,614,000 414,444 8,028,444 Revenue Resource Options Unbudgeted Tuition (Enrollment Growth FY14 & FY15) New Tuition: Increase Enrollment by 50 Students (1st Year Target = 2,025) Nonresident and Graduate Tuition Increase 4.5% Registration Fee (Increase Fee by $10 from $15 to $25) Subtotal Revenue Options 3,002,280 1,137,600 417,587 248,770 4,806,237 Y Y Y Y 3,002,280 1,137,600 417,587 248,770 4,806,237 22 19 20 19 0 3 2 3 Expenditure Reduction Options Position Reduction (Non-Instructional) Position Reduction (Non-Instructional) - Phase 2 Supplies & Expense 7% Across-the-Board Reduction VOIP Telephone System Conversion Nonresident Tuition Remission 17% Reduction (GPR Budget = 871,800) Midwest Student Exchange Program (MSEP) Elimination (40 awards) Student Help 17% Reduction (GPR Budget = 651,738) Curricular Redesign Funds Faculty & Academic Staff Professional Development (32,748 + 15,574) 1,000,000 500,000 564,093 200,000 148,189 125,967 110,795 101,350 48,322 Y Y Y Y N N N N N 1,000,000 500,000 658,108 200,000 0 0 0 0 0 21 17 21 21 21 19 19 14 16 1 4 1 1 1 3 3 8 6 21 19 1 3 Other Expenditure Reductions Subtotal Expenditure Options GPR Budget Offset - Funding for Institutional Support Administrative Overhead Rate Increase from 12% to 14% Auxiliary Chargeback Increase Subtotal GPR Budget Offset t/b/d 2,798,716 250,000 650,000 900,000 Total Resource Options (New Revenue + Expenditure Cuts) 8,504,953 REMAINING BUDGET CUT n/a 2,358,108 Y Y 250,000 650,000 900,000 8,064,345 (35,901) University of Wisconsin-La Crosse Budget Reduction Allocation Summary by Division 2015-17 Biennium Division Chancellor Academic Affairs Administration & Finance Student Affairs University Advancement Total Position Reduction 1 19,200 371,600 481,900 87,900 39,400 1,000,000 Position Reduction 2 9,600 185,800 240,950 43,950 19,700 500,000 S&E 7% 2,158 426,174 210,139 11,466 8,171 658,108 Admin Overhead 0 202,369 44,214 1,738 1,679 250,000 Auxiliary Chargeback 0 20,893 49,964 579,143 0 650,000 Total 30,958 1,206,836 1,027,167 724,197 68,950 3,058,108 Pct. 1.01% 39.46% 33.59% 23.68% 2.25% 100.00% University of Wisconsin-La Crosse Budget Planning Options 2015-17 Biennium DRAFT FOR DISCUSSION ONLY Description REMAINING BUDGET CUT Less: Administrative Overhead Rate Increase from 12% to 14% Auxiliary Chargeback Increase S&E Reduction of 7% vs. 6% (658,108 vs. 564,093) BUDGET CUT BALANCE REVENUE OPTIONS Increase Enrollment by 50 vs. 25 Students to 1st Year Target of 2,025 EXPENDITURE REDUCTION OPTIONS Position Elimination Phase 2 Position Elimination Phase 2 Outsourcing Campus Services Amount 1,973,826 (250,000) (650,000) (94,015) 979,811 515,712 500,000 1,000,000 500,000 University of Wisconsin-La Crosse All Funds Budget by Division & College Fiscal Year 2014-15 Division Chancellor Academic Affairs Provost College of Business Administration College of Liberal Studies College of Science & Health Total Academic Affairs Administration & Finance Student Affairs University Advancement University-Wide UW System-Wide Balancing Total Unclassified Classified Fr. Benefits & Other 64,735 - S&E & Capital 431,931 56,038 8,349,189 6,474,609 12,554,127 16,271,689 43,649,614 2,065,766 323,691 677,448 827,577 3,894,482 4,673,437 601,306 1,162,262 2,630,997 9,068,002 8,751,772 3,918,380 296,117 62,771 (260,881) 9,493,598 17,708,557 136,715 12,472,118 (925,620) 2,674,928 5,890,231 708,998 (89,286) (739,733) 52,526,683 16,718,679 48,018,105 Pct. Total 0.25% 552,704 58,907,689 670,735 1,556,973 2,121,186 63,256,583 33.10% 3.61% 7.14% 9.77% 53.62% 73,996,081 8,070,341 15,950,810 21,851,449 119,868,681 (1,187,920) 9,127,149 69,880 1,922,014 33,097,802 8.83% 16.39% 0.54% 6.43% 13.94% 19,732,378 36,644,317 1,211,710 14,367,617 31,171,568 0 223,548,975 106,285,508 100.00% Notes: 1. University-Wide includes University Reserves, Salary Savings, LMHSC Operations, and Common Systems. 2. UW System-Wide Balancing is the budget category used to record expenditures for Fringe Benefits & Academic Building Debt Service. 3. Fringe Benefits & Other includes expenditure budgets for Debt Service, Sales Credits, and Financial Aid. University of Wisconsin-La Crosse GPR Budget by Division Fiscal Year 2014-15 Division Chancellor Academic Affairs Provost College of Business Administration College of Liberal Studies College of Science & Health Total Academic Affairs Administration & Finance Student Affairs University Advancement University-Wide UW System-Wide Balancing Total Unclassified Classified S&E & Capital Fr. Benefits & Other Pct. Total 431,931 56,038 30,835 - 0.46% 518,804 6,675,551 6,335,668 12,540,827 16,076,104 41,628,150 1,637,163 261,833 665,898 768,144 3,333,038 2,441,644 428,165 1,009,811 2,208,572 6,088,192 1,835,311 614,155 1,557,375 2,053,454 6,060,295 11.24% 6.82% 14.08% 18.84% 50.98% 12,589,669 7,639,821 15,773,911 21,106,274 57,109,675 8,246,341 246,859 284,117 59,639 - 5,953,693 163,802 116,735 1,998,121 (139,890) (451,050) 295,938 51,954 (933,900) 33,390,714 14.58% 2.39% 1.00% 0.92% 29.67% 16,329,757 2,675,030 1,117,475 1,034,574 33,233,421 38,413,951 100.00% 112,018,736 2,580,773 1,968,431 664,669 (89,286) (17,403) 47,167,265 12,226,032 14,211,488 Notes: 1. University-Wide includes University Reserves, Salary Savings, LMHSC Operations, and Common Systems. 2. UW System-Wide Balancing is the budget category used to record expenditures for Fringe Benefits and Academic Building Debt Service. 3. Fringe Benefits & Other includes expenditure budgets for Debt Service, Sales Credits, and Financial Aid. University of Wisconsin-La Crosse All Funds Budget Summary Fiscal Year 2014-15 Fund 102 109 110 123 128 131 133 136 144 146 147 148 149 150 402 403 406 Total Fund Source GPR-Comprehensives Energy Costs Academic Debt Service Auxiliary Debt Service Auxiliary Enterprises Academic Fees Private Grants & Contracts General Operations Receipts Federal Ed Grants & Contracts Federal Ed Opportunity Grants Federal Perkins Loan Federal Pell Grants Direct Student Loans Federal Indirect Cost Minority & Disadvantaged Programs Grad Advanced Opportunity Grants UG Lawton Minority Grants 34,951,709 3,928,240 12,044,571 135,784 812,893 440,333 42,168 170,985 - 10,951,022 3,934,951 1,243,998 12,000 286,413 5,000 45,995 208,288 31,012 - 8,390,987 2,951,708 21,611,823 2,833,673 4,465,372 2,705,411 4,566,011 140,500 317,500 35,120 - Fr. Benefits & Other 20,715,065 10,942,711 5,636,767 4,158,906 6,261,869 324,948 (695,036) 2,029,505 387,709 867,327 8,135,000 46,900,000 126,431 100,256 126,216 267,834 52,526,683 16,718,679 48,018,105 106,285,508 Unclassified Classified S&E & Capital Notes: 1. Fringe Benefits & Other includes expenditure budgets for Debt Service, Sales Credits, and Financial Aid. Total 75,008,783 2,951,708 10,942,711 5,636,767 33,633,920 22,384,111 4,938,104 3,109,681 7,040,849 387,709 1,053,822 8,135,000 46,900,000 694,387 337,373 126,216 267,834 223,548,975 UW System Expenditure Program Categories Expenditure Activity Program Code Student Services 0 Institutional Support Instruction Hospitals Research Public Service Academic Support Physical Plant Auxiliary Enterprises Financial Aid 1 2 3 4 5 6 7 8 9 University of Wisconsin-La Crosse All Funds Budget by Expenditure Function Fiscal Year 2014-15 $80,000,000 $70,000,000 29.9% $60,000,000 25.6% $50,000,000 $40,000,000 $30,000,000 9.9% 9.8% $20,000,000 7.7% 5.5% $10,000,000 $0 Student Services UW-La Crosse $22,006,498 4.9% 3.6% Institutional Support $8,085,689 1.7% 1.4% Instruction Research Public Service $66,865,520 $3,826,801 $3,136,451 Note: UW-L Total Budget Amount is $223,548,975 Academic Support $17,113,125 Physical Plant $12,227,255 Auxiliary Enterprises $22,035,622 Financial Aid Debt Service $57,309,303 $10,942,711 UW-La Crosse 2014-2015 Fact Book Fall Semester Headcount Enrollment by Student Level 2007 2008 2009 2010 2011 TOTAL 9,975 9,900 9,890 9,948 10,074 Change from previous yr 53 -75 -10 58 126 UNDERGRADUATE TOTAL 8,521 8,634 8,748 8,945 9,119 First-time Freshmen 1,753 1,784 1,755 1,812 1,952 Other Freshmen 566 521 550 584 574 Sophomores 1,930 1,855 1,848 1,967 1,992 Juniors 1,816 1,820 1,783 1,824 1,909 Seniors 2,230 2,386 2,464 2,397 2,386 Seeking 2nd Degree* Undergrad Specials 226 268 348 361 306 GRADUATE TOTAL 1,454 1,266 1,142 1,003 955 Degree-seeking 1,294 1,152 1,015 913 842 Graduate Specials 160 114 127 90 113 Percent Undergraduate 85.4% 87.2% 88.5% 89.9% 90.5% Percent Graduate 14.6% 12.8% 11.5% 10.1% 9.5% Percent Degree-seeking 96.1% 96.1% 95.2% 95.5% 95.8% Percent Specials 3.9% 3.9% 4.8% 4.5% 4.2% Source: Fall Day of Record Enrollment Tables *Students Seeking 2nd Degree were reported as Undergrad Specials prior to 2012. 2012 10,227 153 9,441 1,888 573 2,177 1,938 2,546 69 250 786 739 47 92.3% 7.7% 97.1% 2.9% 2013 10,427 200 9,630 1,990 554 2,130 2,165 2,461 70 260 797 686 111 92.4% 7.6% 96.4% 3.6% 2014 10,558 131 9,777 12,000 1,980 492 10,000 2,136 2,163 2,633 8,000 62 311 6,000 781 731 4,000 50 92.6% 2,000 7.4% 0 96.6% 3.4% Headcount Enrollment by Level Undergraduate 8,748 8,945 1,142 2009 9,119 1,003 2010 955 2011 Graduate 9,630 9,441 797 786 2012 2013 Enrollment by Level UG Degree 10,000 UG Special 127 90 113 1,015 913 842 348 361 306 GR Degree GR Special 47 111 739 686 731 260 311 250 8,000 6,000 4,000 8,813 9,191 9,466 8,584 9370 8,400 2009 2010 2011 2012 2013 2014 2,000 0 9,777 781 2014 UW-La Crosse 2014-2015 Fact Book Fall Semester FTE Enrollment by Student Level 2007 9,190.2 179 8,225.5 1,760.5 526.3 1,918.1 1,774.8 2,118.5 TOTAL 2008 9,216.2 26 8,336.2 1,792.8 478.6 1,831.4 1,792.8 2,275.4 Change from previous yr UNDERGRADUATE TOTAL First-time Freshmen Other Freshmen Sophomores Juniors Seniors Seeking 2nd Degree* Undergrad Specials 127.3 165.2 GRADUATE TOTAL 964.7 879.9 Degree-seeking 910.0 817.7 Graduate Specials 54.7 61.4 Percent Undergraduate 89.5% 90.5% Percent Graduate 10.5% 9.5% Percent Degree-seeking 98.0% 97.5% Percent Specials 2.0% 2.5% Source: Fall Day of Record Enrollment Tables *Students Seeking 2nd Degree were reported as Undergrad Specials prior to 2012. 2009 9,216.6 0 8,407.0 1,764.3 522.6 1,844.4 1,743.1 2,334.6 2010 9,352.6 136 8,585.0 1,804.9 565.6 1,959.9 1,796.2 2,279.9 2011 9,542.9 190 8,797.9 1,969.1 557.2 1,955.3 1,891.9 2,266.6 198.1 809.6 766.8 42.8 91.2% 8.8% 97.4% 2.6% 178.4 767.6 730.5 37.1 91.8% 8.2% 97.7% 2.3% 157.7 745.0 707.8 37.3 92.2% 7.8% 98.0% 2.0% 2012 9,661.5 119 9,025.22 1,847.27 549.47 2,158.40 1,896.60 2,409.07 49.53 114.88 636.25 627.50 8.75 93.4% 6.6% 98.2% 1.3% Headcount Enrollment by Level UNDERGRADUATE TOTAL 10,000.0 GRADUATE TOTAL 9,257.77 9,025.22 9,367.40 8,407.0 8,585.0 8,797.9 809.6 767.6 745.0 636.25 608.86 641.25 2009 2010 2011 2012 2013 2014 8,000.0 6,000.0 4,000.0 2,000.0 0.0 2013 9,866.6 205 9,257.77 1,959.91 536.15 2,122.71 2,123.73 2,327.60 54.16 133.51 608.86 596.13 12.73 93.8% 6.2% 98.0% 1.5% 2014 10,008.7 142 9,367.40 1,957.86 475.67 2,114.00 2,117.87 2,482.67 49.60 169.73 641.25 632.83 8.42 93.6% 6.4% 97.7% 1.8% The scenarios presented here are based on past enrollment, retention, and graduation trends. Rank order of increase in undergraduate population: 1. Increase new fall first­year class to 2,025 students each year starting with Fall 2015. 2. Increase new fall first­year class to 2,000 students each year starting with Fall 2015, and increase transfer enrollments to 530 students for fall and 175 students in the combined terms of winter, spring, and summer each year. 3. Increase transfer student population to 550 students for fall and 220 students in the combined terms of winter, spring, and summer each year. 4. Increase the retention rate for all students by 2 percent at critical points. This holds constant the first­to­second year retention rate for our new students. SCENARIOS CURRENT PROJECTIONS FOR DEGREE­SEEKING UNDERGRADS FALL 2014 ACTUAL Fall 2015 Fall 2016 Fall 2017 Fall 2018 degree seeking undergrads 9466 9532 9548 9552 9541 special undergrads 311 290 290 290 290 grad students (total) 781 780 780 780 780 TOTAL 10558 10602 10618 10622 10611 Predictions based on: ● 1975 new first­year students enrolling each fall ● 515 new transfer and second­degree students enrolling each fall ● 160 new transfer and second­degree students enrolling in winter, spring, summer 2015 ● 177 new transfer and second­degree students enrolling in winter, spring, summer 2016, 2017, 2018 (calculated based on weighted averages for the previous three years) ● 3 year calculated average retention rates remain static (this means students progress to graduation at the same rate as well. If you graduate a student they are not retained.) 2% RETENTION RATE INCREASE SCENARIO FALL 2014 ACTUAL Fall 2015 Fall 2016 Fall 2017 Fall 2018 degree seeking undergrads 9466 9564 9662 9664 9653 special undergrads 311 290 290 290 290 grad students (total) 781 780 780 780 780 TOTAL 10558 10634 10732 10734 10723 Predictions based on: ● 1975 new first­year students enrolling each fall ● 515 new transfer and second­degree students enrolling each fall ● 160 new transfer and second­degree students enrolling in winter, spring, summer 2015 ● 177 new transfer and second­degree students enrolling in winter, spring, summer 2016, 2017, 2018 (calculated based on weighted averages for the previous three years) ● 3 year calculated average retention rates remain static (this means students progress to graduation at the same rate as well. If you graduate a student they are not retained.) ● Transfer retention rates increase 2 percent from 1st year to 2nd year and 2 percent from 1st year to 2nd year (I’m hoping we would retain the extra students we retained) ● New first­year retention rates increase 2 percent from 1st year to 3rd year, and 2 percent from 1st year to 4th year (again, hoping we would retain the extra students we retained) ● Pace to graduation remains the same as current STRENGTHEN TRANSFER ENROLLMENT SCENARIO FALL 2014 ACTUAL Fall 2015 Fall 2016 Fall 2017 Fall 2018 degree seeking undergrads 9466 9557 9604 9638 9647 special undergrads 311 290 290 290 290 grad students (total) 781 780 780 780 780 TOTAL 10558 10627 10674 10708 10717 Predictions based on: ● 1975 new first­year students enrolling each fall ● 540 new transfer and second­degree students enrolling each fall ● 160 new transfer and second­degree students enrolling in winter, spring, summer 2015 ● 200 new transfer and second­degree students enrolling in winter, spring, summer 2016, 2017, 2018 ● Pace to graduation remains the same as current ● Retention rates remain same as current INCREASE FALL NEW FIRST­YEAR CLASS TO 2,025 FALL 2014 ACTUAL Fall 2015 Fall 2016 Fall 2017 Fall 2018 degree seeking undergrads 9466 9583 9642 9684 9709 special undergrads 311 290 290 290 290 grad students (total) 781 780 780 780 780 TOTAL 10558 10653 10712 10754 10779 Predictions based on: ● 2025 new first­year students enrolling each fall ● 515 new transfer and second­degree students enrolling each fall ● 160 new transfer and second­degree students enrolling in winter, spring, summer 2015 ● 177 new transfer and second­degree students enrolling in winter, spring, summer 2016, 2017, 2018 (calculated based on weighted averages for the previous three years) ● Pace to graduation remains the same as current ● Retention rates remain same as current ● Also modelled with decreased retention of NF (1st to 2nd year retention down to 84 percent), and Fall 2018 = 10,742 INCREASE FALL NEW FIRST­YEAR CLASS TO 2,000 AND SOME TRANSFER INCREASE FALL 2014 ACTUAL Fall 2015 Fall 2016 Fall 2017 Fall 2018 degree seeking undergrads 9466 9587 9642 9678 9692 special undergrads 311 290 290 290 290 grad students (total) 781 780 780 780 780 TOTAL 10558 10657 10712 10748 10762 Predictions based on: ● 2000 new first­year students enrolling each fall ● 540 new transfer and second­degree students enrolling each fall ● 165 new transfer and second­degree students enrolling in winter, spring, summer 2015 ● 175 new transfer and second­degree students enrolling in winter, spring, summer 2016, 2017, 2018 ● Pace to graduation remains the same as current ● Retention rates remain same as current 9 UW-La Crosse 2014-15 Tuition and Fee Schedule Excludes United Council of UW Students Fee Undergraduate (Starting after Fall 2008) Full Time (12 -18 Credits) Tuition Segregated Fees Textbook Rental Total Resident Nonresident Minnesota Reciprocity Midwest Student Exchange Return to Wisconsin 3,792.36 517.85 86.96 4,397.17 7,578.84 517.85 86.96 8,183.65 3,792.36 517.85 86.96 4,397.17 5,367.00 517.85 86.96 5,971.81 5,844.96 517.85 86.96 6,449.77 Part Time (Less than 12 Credits) (a) 316.03 631.57 316.03 447.25 487.08 Rate Above 18 Credits (b) 262.43 577.97 262.43 393.65 433.48 44.00 44.00 44.00 44.00 44.00 3,219.12 517.85 86.96 3,823.93 7,005.60 517.85 86.96 7,610.41 3,399.12 517.85 86.96 4,003.93 4,793.76 517.85 86.96 5,398.57 5,271.72 517.85 86.96 5,876.53 Part Time (Less than 12 Credits) (a) 268.26 583.80 283.26 399.48 439.31 Rate Above 18 Credits 262.43 (b) 577.97 (b) 283.26 393.65 (b) 433.48 (b) Application Fee Undergraduate (Starting before Fall 2008) Full Time (12 -18 Credits) Tuition Segregated Fees Textbook Rental Total Application Fee Graduate Full Time Tuition Segregated Fees Total Part Time (Less than 9 Credits) (a) Application Fee Business Masters Full Time Tuition Segregated Fees Total Part Time (Less than 9 Credits) (a) Application Fee 44.00 44.00 44.00 44.00 3,890.16 517.85 4,408.01 8,455.59 517.85 8,973.44 4,304.61 517.85 4,822.46 5,800.32 517.85 6,318.17 432.24 939.51 478.29 644.48 56.00 56.00 56.00 56.00 4,167.18 517.85 4,685.03 8,745.66 517.85 9,263.51 5,513.40 517.85 6,031.25 6,077.34 517.85 6,595.19 463.02 971.74 612.60 675.26 56.00 56.00 56.00 56.00 (a) This amount is only tuition. Per-credit segregated fees and textbook rental will be established in accordance with institutional policies. (b) Differential rates are not charged above 18 credits. 44.00 10 UW-La Crosse 2014-15 Tuition and Fee Schedule Excludes United Council of UW Students Fee Occupational Therapy Full Time Tuition Segregated Fees Total Part Time (Less than 9 Credits) (a) Application Fee Physician Assistant Full Time Tuition Segregated Fees Total Part Time (Less than 9 Credits) (a) Application Fee Physical Therapy Full Time Tuition Segregated Fees Total Part Time (Less than 9 Credits) (a) Application Fee Doctor of Physical Therapy (c) Full Time Tuition Segregated Fees Total Part Time (Less than 8 Credits) (a) Application Fee Nonresident Minnesota Reciprocity 4,654.26 517.85 5,172.11 10,132.74 517.85 10,650.59 4,654.26 517.85 5,172.11 517.14 1,125.86 517.14 56.00 56.00 56.00 4,654.26 517.85 5,172.11 10,132.74 517.85 10,650.59 4,654.26 517.85 5,172.11 517.14 1,125.86 517.14 56.00 56.00 56.00 4,654.26 517.85 5,172.11 10,132.74 517.85 10,650.59 4,654.26 517.85 5,172.11 517.14 1,125.86 517.14 56.00 56.00 56.00 5,193.36 517.85 5,711.21 11,426.16 517.85 11,944.01 7,729.04 517.85 8,246.89 649.17 1,428.27 966.13 56.00 56.00 56.00 Resident (a) This amount is only tuition. Per-credit segregated fees and textbook rental will be established in accordance with institutional policies. (c) The Doctor of Physical Therapy program with UW-Milwaukee charges UW-Milwaukee graduate tuition and segregated fees of the campus where enrolled. Midwest Student Exchange Return to Wisconsin University of Wisconsin-La Crosse Non Resident and Graduate Tuition Scenarios February 12, 2015 FY14-15 Rate Rates Undergraduate Non Resident Graduate Resident Graduate Non Resident 1% Increase 3% Increase 3,786.48 3,820.20 4,565.43 3,824.34 3,858.40 4,611.08 3,900.07 3,934.81 4,702.39 FTE 2014 Summer 2014 Fall 2015 J Term 2015 Spring UG Non Res 67.47 558.20 10.67 460.40 Grad Res 315.52 469.58 21.50 430.18 Grad Non Res 41.91 96.83 1.25 88.09 Revenue All Terms Undergraduate Non Resident Tuition Graduate Resident Tuition Graduate Non Resident Tuition Grand Total Variance Undergraduate Non Resident Tuition Summer Fall J Term Spring Total UG Non Res Variance Graduate Resident Tuition Summer Fall J Term Spring Total Grad Res Variance Graduate Non Resident Tuition Summer Fall J Term Spring Total Grad Non Res Variance FY14-15 Total 1% Increase 3% Increase 5% Increase 3,975.80 4,011.21 4,793.70 5% Increase 4,152,784.08 4,724,746.96 402,168.73 9,279,699.76 4,194,311.92 4,771,994.43 406,190.42 9,372,496.76 92,797.00 4,277,367.60 4,866,489.36 414,233.79 9,558,090.75 278,390.99 4,360,423.28 4,960,984.30 422,277.17 9,743,684.75 463,984.99 255,473.81 2,113,613.14 40,401.74 1,743,295.39 4,152,784.08 258,028.54 2,134,749.27 40,805.76 1,760,728.35 4,194,311.92 41,527.84 263,138.02 2,177,021.53 41,613.79 1,795,594.25 4,277,367.60 124,583.52 268,247.50 2,219,293.79 42,421.83 1,830,460.16 4,360,423.28 207,639.20 1,205,349.50 1,793,889.52 82,134.30 1,643,373.64 4,724,746.96 1,217,403.00 1,811,828.41 82,955.64 1,659,807.37 4,771,994.43 47,247.47 1,241,509.99 1,847,706.20 84,598.33 1,692,674.85 4,866,489.36 141,742.41 1,265,616.98 1,883,583.99 86,241.02 1,725,542.32 4,960,984.30 236,237.35 191,337.17 442,070.59 5,706.79 402,168.73 1,041,283.27 193,250.54 446,491.29 5,763.86 406,190.42 1,051,696.11 10,412.83 197,077.29 455,332.70 5,877.99 414,233.79 1,072,521.77 31,238.50 200,904.03 464,174.12 5,992.13 422,277.17 1,093,347.44 52,064 Notes: 1. Undergrad Student FTE numbers do not include MSEP, Return to Wisconsin or Minnesota Compact Students. 2. Graduate FTE numbers do not include students enrolled in IPSE, MSE or SAA Online. 3. Graduate Resident FTE numbers include Minnesota Compact Students University of Wisconsin-La Crosse GPR Budget Reduction Schedule Fiscal Year 2014-15 DRAFT FOR DISCUSSION ONLY Table 1: GPR Allocation by Division Division Chancellor Academic Affairs Administration & Finance Student Affairs University Advancement University-Wide UW System-Wide Balancing Total GPR Budget 518,804 57,109,675 16,329,757 2,675,030 1,117,475 1,034,574 33,233,421 112,018,736 Table 2: Position Reduction by Division Adjusted GPR Division Budget Chancellor 518,804 Academic Affairs 10,055,651 Administration & Finance 13,039,054 Student Affairs 2,379,092 University Advancement 1,065,521 Total 27,058,122 Instruction 45,419,705 790,045 2,769,483 13,662,760 62,641,993 Pct. 1.92% 37.16% 48.19% 8.79% 3.94% 100.00% Debt Service Utilities - - 10,942,711 10,942,711 2,951,708 2,951,708 $500,000 9,600 185,800 240,950 43,950 19,700 500,000 $700,000 13,440 260,120 337,330 61,530 27,580 700,000 Fr. Benefits Adjusted GPR & Other Budget 518,804 1,634,319 10,055,651 (451,050) 13,039,054 295,938 2,379,092 51,954 1,065,521 (1,734,909) 8,627,950 8,424,202 27,058,122 $1,000,000 19,200 371,600 481,900 87,900 39,400 1,000,000 $1,500,000 28,800 557,400 722,850 131,850 59,100 1,500,000 Pct. 1.92% 37.16% 48.19% 8.79% 3.94% 100.00% $2,000,000 38,400 743,200 963,800 175,800 78,800 2,000,000 University of Wisconsin-La Crosse S&E and Capital Budget by Department Fiscal Year 2014-15 Fund 131 Fund 402 30,835 - - Total SE & Capital 30,835 Provost Office Sponsored Research School of Education Insitutional Research Graduate Studies Undergrad Research Academic Advising Admissions Records & Registration CATL Financial Aid Career Services International Education Library Total Academic Affairs 36,810 13,400 137,345 5,806 1,500 11,182 102,567 7,080 118,259 14,000 34,614 2,970 1,062,113 1,547,646 351,476 248,680 2,800 54,000 58,200 21,408 31,350 8,400 45,800 14,000 4,300 178,584 1,018,998 - 388,286 13,400 386,025 8,606 55,500 58,200 32,590 133,917 15,480 164,059 28,000 34,614 7,270 1,240,697 2,566,644 4.13% 0.14% 4.11% 0.09% 0.59% 0.62% 0.35% 1.42% 0.16% 1.75% 0.30% 0.37% 0.08% 13.20% 27.30% 3,883 134 3,860 86 555 582 326 1,339 155 1,641 280 346 73 12,407 25,666 Student Affairs Student Life Upward Bound Campus Climate Multicultural Student Support Services DRS Student Support Services Violence Prevention Total Student Affairs 13,880 20,087 200 24,000 18,791 924 77,882 5,600 2,800 30,670 4,000 11,700 12,699 67,469 18,451 18,451 19,480 22,887 200 54,670 41,242 11,700 924 12,699 163,802 0.21% 0.24% 0.00% 0.58% 0.44% 0.12% 0.01% 0.14% 1.74% 111,135 5,600 - 116,735 767,530 5,000 61,510 42,850 1,179,396 50,387 119,937 569,675 2,796,285 47,300 30,600 2,800 125,000 205,700 - 139,762 30,149 36,379 19,307 10,350 29,896 18,169 284,012 13,915 34,221 26,625 17,131 11,176 18,973 17,112 139,153 202,296 4,106 4,850 20,000 37,814 44,047 55,219 15,410 29,218 19,919 17,492 17,780 8,279 13,324 38,273 47,147 10,666 585,840 214,331 181,546 71,901 142,783 73,298 234,275 Department Fund 102 Chancellor's Office University Advancement Administration and Finance Internal Audit Financial Services Human Resources Information Technology University Police Campus Planning Physical Plant Total Administration and Finance CBA Deans Office Accountancy Economics Finance Information Systems Management Marketing Total CBA CLS Deans Office Environmental Studies Student Affairs Administration Radio WLSU FM Art Communication Studies Music Theatre English Modern Languages History Ethnic & Racial Studies Philosophy Political Science Psychology Sociology & Archaeology Womens Studies Total CLS SAH Deans Office Biology Microbiology Chemistry Computer Science Health Professions Pct of 1% 6% Total Reduction Reduction 0.33% 308 1,850 7% Reduction 2,158 9% Reduction 2,775 23,297 804 23,162 516 3,330 3,492 1,955 8,035 929 9,844 1,680 2,077 436 74,442 153,999 27,180 938 27,022 602 3,885 4,074 2,281 9,374 1,084 11,484 1,960 2,423 509 86,849 179,665 34,946 1,206 34,742 775 4,995 5,238 2,933 12,053 1,393 14,765 2,520 3,115 654 111,663 230,998 195 229 2 547 412 117 9 127 1,638 1,169 1,373 12 3,280 2,475 702 55 762 9,828 1,364 1,602 14 3,827 2,887 819 65 889 11,466 1,753 2,060 18 4,920 3,712 1,053 83 1,143 14,742 1.24% 1,167 7,004 8,171 10,506 767,530 5,000 61,510 90,150 1,209,996 53,187 119,937 694,675 3,001,985 8.16% 0.05% 0.65% 0.96% 12.87% 0.57% 1.28% 7.39% 31.93% 7,675 50 615 902 12,100 532 1,199 6,947 30,020 46,052 300 3,691 5,409 72,600 3,191 7,196 41,681 180,119 53,727 350 4,306 6,311 84,700 3,723 8,396 48,627 210,139 69,078 450 5,536 8,114 108,900 4,787 10,794 62,521 270,179 - 153,677 64,370 63,004 36,438 21,526 48,869 35,281 423,165 1.63% 0.68% 0.67% 0.39% 0.23% 0.52% 0.38% 4.50% 1,537 644 630 364 215 489 353 4,232 9,221 3,862 3,780 2,186 1,292 2,932 2,117 25,390 10,757 4,506 4,410 2,551 1,507 3,421 2,470 29,622 13,831 5,793 5,670 3,279 1,937 4,398 3,175 38,085 38,978 3,446 25,000 20,338 36,600 12,535 17,558 49,592 19,838 31,270 4,689 6,230 20,800 44,472 37,000 10,625 378,971 - 241,274 7,552 29,850 20,000 58,152 80,647 67,754 32,968 78,810 39,757 48,762 22,469 14,509 34,124 82,745 84,147 21,291 964,811 2.57% 0.08% 0.32% 0.21% 0.62% 0.86% 0.72% 0.35% 0.84% 0.42% 0.52% 0.24% 0.15% 0.36% 0.88% 0.90% 0.23% 10.26% 2,413 76 299 200 582 806 678 330 788 398 488 225 145 341 827 841 213 9,648 14,476 453 1,791 1,200 3,489 4,839 4,065 1,978 4,729 2,385 2,926 1,348 871 2,047 4,965 5,049 1,277 57,889 16,889 529 2,090 1,400 4,071 5,645 4,743 2,308 5,517 2,783 3,413 1,573 1,016 2,389 5,792 5,890 1,490 67,537 21,715 680 2,687 1,800 5,234 7,258 6,098 2,967 7,093 3,578 4,389 2,022 1,306 3,071 7,447 7,573 1,916 86,833 20,092 153,988 21,734 78,551 49,069 445,949 - 234,423 335,534 93,635 221,334 122,367 680,224 2.49% 3.57% 1.00% 2.35% 1.30% 7.24% 2,344 3,355 936 2,213 1,224 6,802 14,065 20,132 5,618 13,280 7,342 40,813 16,410 23,487 6,554 15,493 8,566 47,616 21,098 30,198 8,427 19,920 11,013 61,220 Geography & Earth Science Mathematics Physics Health Ed & Health Promotion Rec Mgmt & Therapeutic Rec Exercise and Sport Science Total SAH 50,450 21,948 44,281 33,911 41,547 83,846 1,194,117 12,886 27,871 23,636 22,693 38,733 44,253 939,455 - Total SE & Capital 63,336 49,819 67,917 56,604 80,280 128,099 2,133,572 Grand Total 6,627,752 2,755,346 18,451 9,401,549 Department Fund 102 Fund 131 Fund 402 Pct of 1% 6% Total Reduction Reduction 0.67% 633 3,800 0.53% 498 2,989 0.72% 679 4,075 0.60% 566 3,396 0.85% 803 4,817 1.36% 1,281 7,686 22.69% 21,336 128,014 100.00% 94,015 564,093 7% Reduction 4,434 3,487 4,754 3,962 5,620 8,967 149,350 9% Reduction 5,700 4,484 6,113 5,094 7,225 11,529 192,021 658,108 846,139 University of Wisconsin-La Crosse S&E and Capital Budget by Division Fiscal Year 2014-15 Fund 102 Fund 131 Fund 402 30,835 - - Total SE & Capital 30,835 Academic Affairs Provost College of Business Administration College of Liberal Studies College of Science & Health School of Education Total Academic Affairs 1,410,301 284,012 585,840 1,194,117 137,345 3,611,615 770,318 139,153 378,971 939,455 248,680 2,476,577 - 2,180,619 423,165 964,811 2,133,572 386,025 6,088,192 23.19% 4.50% 10.26% 22.69% 4.11% 64.76% 21,806 4,232 9,648 21,336 3,860 60,882 130,837 25,390 57,889 128,014 23,162 365,292 152,643 29,622 67,537 149,350 27,022 426,173 196,256 38,085 86,833 192,021 34,742 547,937 Administration & Finance Student Affairs University Advancement 2,796,285 77,882 111,135 205,700 67,469 5,600 18,451 - 3,001,985 163,802 116,735 31.93% 1.74% 1.24% 30,020 1,638 1,167 180,119 9,828 7,004 210,139 11,466 8,171 270,179 14,742 10,506 6,627,752 2,755,346 18,451 9,401,549 100.00% 94,015 564,093 658,108 846,139 Division Chancellor Total Pct of 1% 6% 7% 9% Total Reduction Reduction Reduction Reduction 0.33% 308 1,850 2,158 2,775 University of Wisconsin-La Crosse Fee Remission Allocation Schedule Fiscal Years 2010-2016 Fee Remission 2% Chancellor's Waiver Graduate Assistantships Graduate Needy & Worthy Foreign Student NR MultiCult Scholarship 8% Need Based NR Acad Exlnc Scholarship Total FY 2009-10 FY 2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 29,800 10,000 10,000 10,000 10,000 10,000 10,000 224,700 145,000 225,000 113,400 225,000 101,200 225,000 90,034 225,000 88,300 225,000 88,300 225,000 88,300 37,500 150,000 150,000 150,000 150,000 150,000 150,000 154,500 166,900 150,000 908,400 98,400 150,000 150,000 896,800 98,400 150,000 150,000 884,600 98,400 150,000 150,000 873,434 98,400 150,000 150,000 871,700 98,400 150,000 150,000 871,700 98,400 150,000 150,000 871,700 University of Wisconsin-La Crosse Student Help - Fund 102 Fiscal Year 2014-15 Division Fund UDDS EX 102 010100 Executive Total AA 102 020100 AA 102 020300 AA 102 020360 AA 102 020365 AA 102 020600 AA 102 021150 AA 102 021200 AA 102 021400 AA 102 021600 AA 102 025900 AA 102 025902 Academic Affairs Total SA 102 040100 SA 102 040200 SA 102 043000 SA 102 043004 SA 102 043049 SA 102 044500 Student Affairs Total UA 102 050500 UA 102 050501 UA 102 050505 UA 102 050506 University Advancement Total AF 102 070400 AF 102 072400 AF 102 072500 AF 102 074000 AF 102 074060 AF 102 074061 AF 102 074083 AF 102 074400 AF 102 075000 AF 102 075050 AF 102 077000 AF 102 077200 AF 102 077301 AF 102 077400 Administration & Finance Total CBA 102 080100 CBA 102 080102 CBA 102 080500 CBA 102 081000 CBA 102 084500 CBA 102 085000 CBA 102 086000 CBA 102 086011 CBA 102 086500 CBA 102 087000 College of Business Total CLS 102 280100 CLS 102 280127 CLS 102 280144 CLS 102 280152 CLS 102 282050 CLS 102 282200 Department Chancellor's Office Academic Affairs School of Ed-Admin Educational Studies FY14 Thomas Startup Continuing Education Admissions Records & Registration Financial Aids Office Placement & Career Advising University Library Student Tech Fee Asst Chan-Student Affairs Student Life Multicultural Student Services Pre College Services Academic Summer Institute Student Support Services University Advancement Alumni Association Web Communications News & Marketing Internal Audit Budget & Finance Human Resources ITS Administration Client Services Client Services Stu Tech Fee ATS Student Tech Fee University Police Planning & Construction Hazardous Waste Manage Physical Plant General Ops Custodial Service Building Maintenance Landscape Services Dean College of Business Bur Business & Econ Research CBA Computer Network Accountancy Economics Finance Information Systems Hi Tech IS Management Marketing Dean Liberal Studies PIR Eagle Minority Inst for Latin American Study CLS Small Grants Radio WLSU FM Art 2013-14 Budget 4,000 4,000 1,500 5,584 245 2,000 3,100 20,866 52,500 92,132 5,647 690 8,000 4,900 4,100 2,500 25,837 72,079 4,122 4,123 80,324 15,000 41,050 57,862 31,190 12,352 33,100 1,285 2,500 2,050 3,890 28,065 8,000 236,344 4,000 1,500 3,700 3,000 3,000 1,500 1,500 5,000 3,000 1,500 27,700 450 4,586 7,969 2013-14 Expenses 1,187 128 4 3,282 2,314 359 2,319 20,340 52,525 89,510 1,910 43 8,042 (1,619) 2,370 10,746 53,776 255 1,498 2,513 58,042 68 1,560 31,927 24,208 21,075 31,275 1,404 15,833 22,791 150,141 2,648 1,500 11,553 2,316 3,437 1,094 1,247 2,116 1,268 27,179 1,764 713 429 3,482 4,129 2014-15 Budget 4,000 4,000 1,500 5,584 245 2,000 3,100 20,866 52,500 92,132 5,647 690 13,000 8,000 6,600 2,500 36,437 72,079 4,122 4,123 80,324 3,707 10,757 41,050 57,862 26,185 17,357 33,100 2,500 2,050 3,890 28,065 8,000 234,523 4,000 1,500 3,700 3,000 3,000 1,500 1,500 5,000 3,000 1,500 27,700 450 4,586 7,969 Division Fund UDDS CLS 102 282230 CLS 102 282300 CLS 102 282330 CLS 102 282800 CLS 102 283100 CLS 102 283600 CLS 102 283639 CLS 102 284000 CLS 102 284900 CLS 102 284961 CLS 102 286000 CLS 102 286025 CLS 102 286600 CLS 102 287200 CLS 102 287700 CLS 102 287744 CLS 102 287800 CLS 102 288800 CLS 102 288838 CLS 102 288869 CLS 102 289200 CLS 102 289210 College of Liberal Studies Total SAH 102 360100 SAH 102 360106 SAH 102 360112 SAH 102 360170 SAH 102 361600 SAH 102 361633 SAH 102 361642 SAH 102 361660 SAH 102 361665 SAH 102 361693 SAH 102 361727 SAH 102 361800 SAH 102 361882 SAH 102 362100 SAH 102 362128 SAH 102 362131 SAH 102 362142 SAH 102 362175 SAH 102 362500 SAH 102 362501 SAH 102 362575 SAH 102 363100 SAH 102 363101 SAH 102 363150 SAH 102 364300 SAH 102 364386 SAH 102 366400 SAH 102 366467 SAH 102 367600 SAH 102 367601 SAH 102 368200 SAH 102 368201 SAH 102 368223 SAH 102 368300 College of Science & Health Total UW 102 700400 University Wide Total Grand Total Department University Art Gallery Communication Studies WMCM Television Music Theatre English FY14 Fac Res Parker Modern Languages History FY14 CLS NHD Grant Stovey Ethnic & Racial Studies Latina/o Studies Military Science Philosophy Political Science Public Admin FY14 Fac Res Kovari Psychology Sociology & Archaeology FY14 Norris Startup FY14 Fac Res Cooper Stoll Women's Studies FY13 Lilley Startup Dean Science & Health Animal Facilities Manager Summer Chair's Salary & Supp River Studies Center Biology FY14 Fac Res Baines/Carmosini FY14 Fac Res Litster FY14 Fac Res B Klein ESP High Tech Bio/Chemistry FY15 Fac Res Strauss FY13 SAH Research Liu Microbiology FY13-14 AR-WiTAG HighBush Chemistry & Biochemistry FY14 Fac Res McGaff FY14 Fac Res Weaver FY15 Fac Res McGrath FY14 Fac Res Nelson/Kirsch Computer Science Micro Computer Laboratory FY14 Fac Res Hursey Health Professions Anatomy Support Hlth Prof-PT Geography/Earth Science FY14 Fac Res Bunbury Mathematics FY15 Growth Agenda Kosiak Physics & Astronomy Planetarium Rec Mgmt & Therapeutic Rec Rec & Rth Internship FY14 Fac Res Harmon Exercise & Sport Science University Research 2013-14 Budget 3,485 4,350 1,186 9,250 8,281 4,186 2,180 4,086 1,680 450 1,589 3,052 2,220 5,554 1,925 66,479 1,000 6,930 6,067 8,899 8,000 10,780 5,000 6,908 9,000 3,600 600 4,425 8,970 8,292 1,675 4,000 1,600 12,023 107,769 9,304 9,304 649,889 2013-14 Expenses 1,180 3,390 1,681 5,564 6,971 1,412 1,641 4,766 3,909 1,228 4,348 23 2,567 2,029 668 2,439 7,987 1,465 3,915 1,545 410 69,655 7,088 4,548 1,988 6,925 1,128 343 1,961 1,000 780 1,055 7,862 475 17,738 3,627 3,454 4,000 2,566 1,303 6,839 2,047 14,631 2,950 2,626 2,989 9,373 695 7,270 870 550 11,163 129,844 535,117 2014-15 Budget 3,485 4,350 1,186 9,250 8,281 4,186 2,180 4,086 1,680 450 1,589 3,052 2,220 5,554 1,925 66,479 1,000 6,067 8,899 8,000 10,780 5,000 6,908 9,000 3,600 600 4,425 8,970 8,292 1,675 4,000 1,600 12,023 100,839 9,304 9,304 651,738 University of Wisconsin-La Crosse Student Help - All Funds Fiscal Year 2014-15 Fund 102 102 102 102 102 102 102 102 102 102 Total 128 128 128 128 128 128 Total 131 131 131 131 131 131 131 Total 132 132 132 Total 133 133 133 133 133 133 Total 136 136 136 136 136 136 136 136 Total 144 144 144 144 144 Total 150 150 Total 189 189 Total 402 402 Total Grand Total Division 2013-14 Budget Executive Academic Affairs Student Affairs University Advancement Administration & Finance College of Business College of Liberal Studies College of Science & Health University-Wide 4,000 92,132 25,837 80,324 236,344 27,700 66,479 107,769 9,304 645,889 42,229 1,495,043 26,000 3,150 12,000 1,578,422 16,500 18,800 8,320 30,006 78,826 152,452 13,200 2,880 16,080 12,000 12,000 44,298 59,400 2,000 Academic Affairs Student Affairs Administration & Finance College of Liberal Studies College of Science & Health Academic Affairs Student Affairs Administration & Finance College of Business College of Liberal Studies College of Science & Health Academic Affairs College of Business Academic Affairs Student Affairs University Advancement College of Liberal Studies College of Science & Health Academic Affairs Student Affairs University Advancement Administration & Finance College of Business College of Liberal Studies College of Science & Health Academic Affairs Student Affairs College of Liberal Studies College of Science & Health College of Science & Health Academic Affairs Student Affairs 8,400 24,000 138,098 5,000 5,000 10,000 10,000 12,400 12,400 2,574,341 2013-14 Expenses 89,510 10,746 58,042 150,141 27,179 69,655 129,844 535,117 18,217 1,105,397 29,590 662 14,663 1,168,529 30,120 619 39,546 2,628 21,102 147,849 241,864 11,361 749 12,110 28,999 5,637 29,352 3,465 67,453 19,175 42,613 614 6,370 6,896 75,668 5,675 43,230 957 83,436 133,298 (14,843) (14,843) 8,928 8,928 7,760 7,760 2,235,884 2014-15 Budget 4,000 92,132 36,437 80,324 234,523 27,700 66,479 100,839 9,304 651,738 26,729 1,438,977 26,000 3,150 12,000 1,506,856 38,320 18,800 21,946 83,886 162,952 13,200 5,000 18,200 12,000 12,000 44,407 60,900 8,320 8,400 24,000 146,027 5,000 5,000 10,000 10,000 14,669 14,669 2,527,442 University of Wisconsin-La Crosse Instruction Activity by Department Fiscal Year 2015 Unit Unclassified Provost Office School of Education 1,354,243 Graduate Studies 365,038 Summer Session 651,786 Center for Advanced Teaching and Learning 281,245 Library Total Academic Affairs 2,652,312 Grad Assist - Student Help 16,320 16,320 1,419,205 365,038 651,786 313,754 2,749,783 Supplies and Expenses 227,976 248,247 42,400 518,623 Aid to Capital Individuals 600 3,495 4,095 - - 24,000 64,190 1,251,799 1,095,008 873,990 453,179 1,347,402 845,191 5,954,759 - 34,682 32,178 31,384 15,770 41,868 27,259 183,141 - 3,700 3,000 3,000 1,500 6,500 3,000 1,500 22,200 27,700 64,190 1,289,481 1,130,186 906,874 475,449 1,392,270 873,950 6,160,100 13,915 103,687 64,370 63,004 36,438 21,526 48,869 35,281 387,090 - Dean's Reserve 122,988 Environmental Studies 125,366 International Studies 4,000 Student Affairs Administration 305,750 Art 589,363 Communication Studies 1,311,401 Music 669,864 Theatre 535,652 English 1,826,370 Modern Languages 985,870 History 1,070,223 Ethnic and Racial Studies 229,277 Military Science Philosophy 344,583 Political Science and Public Administration 707,141 Psychology 1,516,410 Sociology/Archaeology 1,241,379 Women's Studies 284,886 Total College of Liberal Studies 11,870,523 12,187 12,187 9,716 16,088 30,379 34,698 61,226 35,054 32,178 32,178 34,316 15,929 42,259 19,432 32,178 69,217 30,569 15,929 511,346 - 122,988 135,082 4,000 334,025 11,454 631,196 6,736 1,352,835 9,250 740,340 8,281 578,987 21,932 1,880,480 2,180 1,020,228 4,086 1,108,625 2,130 247,336 42,259 1,589 365,604 3,052 742,371 2,220 1,587,847 5,554 1,277,502 1,925 302,740 80,389 12,474,445 138,256 7,552 500 44,850 58,152 80,647 67,754 32,968 75,310 39,757 47,492 12,082 5,587 14,509 33,124 82,745 84,147 16,741 842,173 3,500 3,500 CBA Deans Reserve MBA Program Accountancy Economics Finance Information Systems Management Marketing Total College of Business Administration LTE Total Salaries Classified 48,642 32,509 81,151 Fringe Benefits 102,732 146,976 249,708 Total Budget 227,976 1,770,184 365,038 651,786 503,730 3,495 3,522,209 - 5,289 140,612 143,467 84,559 189,199 51,029 614,155 41,615 173,166 1,494,463 1,336,657 1,027,871 496,975 1,630,338 960,260 7,161,345 - 8,448 129,465 33,209 318,480 15,551 93,992 179,961 111,676 88,957 50,503 48,580 48,742 247,687 144,048 29,194 1,548,493 261,244 151,082 4,500 508,340 722,557 1,751,962 823,645 705,947 2,139,251 1,171,661 1,245,074 309,921 47,846 428,693 824,237 1,918,279 1,505,697 348,675 14,868,611 Unit Unclassified Grad Assist Classified Student Help LTE Total Salaries Supplies and Expenses Capital Aid to Individuals Fringe Benefits Total Budget Dean's Reserve 212,374 Biology 2,274,448 Microbiology 791,946 Chemistry 1,749,176 Computer Science 907,493 Health Professions 2,089,877 Earth Science and Geography 650,631 Mathematics 2,133,494 Physics 828,360 Health Ed and Health Promotion 674,065 Recreation Management & Therapeutic Rec 820,040 Exercise Sport and Science 1,890,407 Total College of Science and Health 15,022,311 110,400 36,800 147,200 40,123 34,813 34,085 38,829 126,611 33,003 48,768 71,709 29,603 32,178 32,178 521,900 - 212,374 22,144 2,447,115 9,463 836,222 23,013 1,806,274 11,908 958,230 16,200 2,232,688 5,625 689,259 48,920 2,231,182 21,087 921,156 703,668 5,600 857,818 12,023 1,971,408 175,983 15,867,394 162,592 268,532 88,935 221,334 113,267 647,424 32,384 47,369 58,002 56,604 77,470 126,956 1,900,869 37,702 700 8,100 27,800 952 2,450 4,000 2,810 1,143 85,657 7,000 7,000 209 378,231 113,871 222,198 55,927 246,811 129,279 330,222 97,975 78,757 158,698 194,442 2,006,620 375,175 3,131,580 1,046,728 2,249,806 1,135,524 3,154,723 851,874 2,611,223 1,081,133 839,029 1,096,796 2,293,949 19,867,540 Grand Total Academic Affairs 35,499,905 159,387 1,297,538 - 294,892 37,251,722 3,648,755 93,252 7,000 4,418,976 45,419,705 Classroom & Lab Modernization Fund Academic Classroom Technology Total Administration & Finance 164,257 164,257 - 54,248 54,248 - 43,542 43,542 262,047 262,047 337,920 190,078 527,998 - - - 337,920 452,125 790,045 Dept Chair Salary Statistical Consultant UWL 100 Legal Reserve Institutional Memberships Common Systems Budget HSC Operations Emertius Chancellor Assessment Clearing and Balancing Accounts Total University Wide 86,400 17,500 29,374 133,274 - - - - 86,400 17,500 29,374 133,274 26,000 10,500 39,159 332,073 568,000 975,732 - - 1,660,477 1,660,477 86,400 17,500 26,000 10,500 39,159 332,073 568,000 29,374 1,660,477 2,769,483 - - - - (156,559) (156,559) - - 13,820,053 13,820,053 13,820,053 (157,293) 13,662,760 159,387 1,351,786 - 93,252 7,000 19,899,506 62,641,993 Fringe Benefits System Balancing Accounts Total System Wide Balancing University Grand Total (734) (734) 35,796,702 (734) (734) 338,434 37,646,309 4,995,926 University of Wisconsin - La Crosse Updated Auxiliary Chargeback Schedule March 18, 2015 Seg Fee Unit Athletics Child Care Center Auxiliary Chargeback FTE Savings VOIP Savings Updated Auxiliary Chargeback 15,509.00 9,786.00 4,060.00 796.00 5,487.00 152.00 5,962.00 8,838.00 Health Center Counseling Center REC Center Rec Sports Stadium Union SUFAC Environmental Sustainability Fieldhouse Municipal Services Total Seg Fee Unit 38,314.00 12,470.00 34,793.00 7,866.00 10,408.00 46,807.00 175,953.00 9,401.00 3,824.00 8,651.00 2,033.00 2,745.00 14,663.00 2,845.00 672.00 1,281.00 536.00 51,507.00 5,769.00 2,325.00 1,872.00 536.00 578.00 5,682.00 22,401.00 23,144.00 6,321.00 24,270.00 5,297.00 7,085.00 26,462.00 107,379.00 User Fee Unit Textbook Rental Bookstore Parking Residence Life Dining Continuing Education Total User Fee Units 31,032.00 3,151.00 15,781.00 232,523.00 170,667.00 20,893.00 474,047.00 8,349.00 30,360.00 56,731.00 95,440.00 102.00 248.00 733.00 5,851.00 2,703.00 2,374.00 12,011.00 22,581.00 2,903.00 15,048.00 196,312.00 111,233.00 18,519.00 366,596.00 Grand Total 650,000.00 146,947.00 34,412.00 473,975.00 University of Wisconsin-La Crosse Auxiliary & Seg Fee Unit S&E and Capital Budget Fiscal Year 2014-15 Auxiliary & Seg Fee Unit Residence Life University Centers Food Services Child Care Center REC Center Rec Sports Counseling Center Health Center Athletics Stadium Complex Organized Activities Environmental Sustainability Parking Bookstore Textbook Continuing Education Grand Total Fund 128 Fund 132 5,081,662 720,762 8,070,049 70,140 667,682 68,260 94,080 472,684 614,704 439,161 652,926 134,956 337,947 22,878 1,604,373 19,052,264 Fund 136 Fund 189 57,125 297,050 599,730 599,730 40,800 394,975 78,245 78,245 Total SE & Capital 5,081,662 720,762 8,070,049 70,140 667,682 68,260 151,205 472,684 911,754 439,161 652,926 134,956 337,947 22,878 1,604,373 718,775 20,125,214 15-17 Budget Reduction Planning Supplies & Expense Reduction Option S&E and Capital Budget Budget Reduction Percentage GPR PR 9.4M 658,108 7% 20.1M 650,000 3.23% University of Wisconsin - La Crosse Administrative Overhead Accounts Fiscal Year 2014-15 Fund 136 131 136 136 136 136 136 131 136 136 128 128 128 128 136 136 136 136 136 136 136 136 136 136 128 128 136 136 136 128 136 128 128 136 136 136 132 132 131 136 136 136 136 136 136 136 136 136 136 136 136 136 136 136 136 136 131 136 136 136 136 128 128 128 128 136 136 136 136 136 128 UDDS 020126 020391 020506 021153 021202 021208 021213 021305 021621 021629 025003 025004 025007 025008 025903 025905 025910 025918 025927 025970 040213 043006 050508 050510 072407 072412 074005 074041 074046 074068 074081 077021 077023 077031 077411 077511 080105 080107 281200 282806 282810 282813 283121 283601 284920 287805 287835 288823 288890 361668 361863 363123 363142 363153 363175 363185 363190 363194 366406 367602 368203 368314 368317 368321 368327 368603 368606 368700 368800 700731 702421 Account Description Graduation Activities Inst for Prof Studies in Educ GRC 799 Grad Studies New Student Orientation Transcript Fees Veteran's Affairs Directory Information Request On Line Program Career Events Career Services Fee Foreign Student Orientation International Scholars Housing International Recruitment International Service Fee Murphy Lib Special Collection Interlibrary Loans Library Services University Library Fines Murphys Mug Copy Vending Basics Alcohol Education Progr ASI English University Communications Cleary Center Vending Operations Budget & Finance Student Printing Network Operations Telecommunications E-Waste Academic Technology Services Campus Stores Surplus Property Management Postage Purchase Solid Waste Management Passenger Fleet UWEX Business Prgm SBDC Match UWEX Business & Industry Student Affairs Administration Wi State Music Assoc Equipment Maintenance Equipment Use Summer & Childrens Theatre English 050 Remedial History Day School Psych Roundtable Center Death Educ Mvac Sales & Service Archaeology Education Services Intro Bio Equipment Fermentation Symposium Hlth Prof-OT Application Fee Hlth Prof-PA Application Fee PT Application Fee NMT Application Fee RT Application Fee Hlth Prof-Dosimetry Hlth Prof-Dosimetry App Math 050 Remedial Planetarium Rec/RTH Placement Fee First Flight Human Performance Lab Fee First Aid CPR Adventure Programs La Crosse Exercise Program Lax Exercise Workshop Special Populations Strength Centers Alcohol/Drug Awareness Educ Cell Tower Commission University of Wisconsin-La Crosse Auxiliary & Seg Fee Units Financial Summary Fiscal Year 2014-15 Table 1: Fiscal Year 2015 Redbook Budget Auxiliary & Seg Fee Units (All Funds) Residence Life University Centers Food Services Child Care Center (Fund 102/128) REC Center Rec Sports Counseling & Testing Center (Fund 128/136) Health Center Athletics (Fund 102/128/131/133/136) Stadium Complex Organized Activities Environmental Sustainability Parking Bookstore Textbook Continuing Education (Fund 104/132/136/189) Grand Total FY15 FTE 46.25 21.24 8.33 5.32 8.77 4.45 11.49 20.04 25.04 1.00 3.50 16.78 172.21 854,034 437,267 88,008 216,695 175,424 200,418 493,984 566,940 1,311,417 22,250 1,400 723,180 397,420 229,458 9,293 147,969 5,424 58,057 583,401 39,430 12,018 - Student Help 771,200 146,431 36,948 106,200 181,865 89,863 900 5,800 69,740 21,000 66,930 94,155 668,695 5,130,687 74,350 175,823 2,455,823 21,000 23,200 1,541,077 Unclassified Classified 2,348,414 981,118 354,414 332,188 505,258 295,705 552,941 1,156,141 1,420,587 55,268 68,330 189,505 867,718 9,127,587 S&E and Capital 5,081,662 720,762 8,070,049 70,140 667,682 68,260 151,205 472,684 993,754 439,161 652,926 134,956 337,947 22,878 1,604,373 723,775 20,212,214 Operating One Time Net Expenditures 1,741,976 1,827,352 78,885 518,884 798,025 369,187 27,411 2,474 47,412 106,341 9,594 4,603 13,676 5,277 83,660 (84,563) 83,333 (16,256) (61,657) 319,386 34,419 41,866 100,000 62,517 146,875 92,728 3,237,993 3,115,412 Ending Cash Balance 4,177,169 486,743 2,312,266 137,328 259,675 105,133 258,318 89,721 178,154 85,628 147,729 71,971 597,661 96,021 240,462 669,677 9,913,656 Total Salaries Table 2: Fiscal Year 2014 Actuals Auxiliary & Seg Fee Unit (All Funds) Residence Life University Centers Food Services Child Care Center (Fund 102/128) REC Center Rec Sports Counseling & Testing Center (Fund 128/136) Health Center Athletics (Fund 102/128/131/133/136) Stadium Complex Organized Activities Environmental Sustainability Parking Bookstore Textbook Continuing Education (Fund 104/132/136/189) Grand Total Beginning Cash Balance 4,262,545 926,742 1,883,428 112,391 318,604 100,142 249,919 6,061 262,717 2,295 163,985 133,628 312,694 154,155 324,820 576,949 9,791,075 FY14 Revenue 13,145,450 2,605,883 9,490,577 567,496 1,934,831 437,406 833,851 2,130,876 2,845,166 578,759 617,636 94,272 829,355 90,226 1,725,639 1,854,289 39,781,712 FY14 Expenses 11,403,474 2,526,998 8,692,552 540,085 1,887,419 427,812 820,175 2,047,216 2,929,729 495,426 633,892 155,929 509,969 48,360 1,663,122 1,761,561 36,543,719 Notes: 1. Fr. Benefits & Other includes: Aid to Individuals, Sales Credits and Fringe Benefits. 2. Special Purpose includes expenditure budgets for Debt Service and Municipal Services obligations. 3. One Time Expenditures are expenses related to projects or large capital one time items. 4. Above tables include budgets and actuals for all funds for each unit. 5. Athletics did not transfer the previously planned amount of Foundation funds to cover operating costs as part of its PR balance management plan for FY14. 6. Environmental Sustainability and Organized Activities used PR reserves for FY14 to balance their operating budgets. Special Purpose 4,097,652 744,118 335,102 728 557,847 145,804 33,255 18,155 93,155 6,025,816 Fr. Benefits & Other 893,178 419,584 139,878 138,995 189,115 84,899 222,332 559,628 326,208 16,866 1,256 86,635 (502) 277,044 3,355,116 Total FY15 Budget 12,420,906 2,865,582 8,899,443 542,051 1,919,902 448,864 926,478 2,188,453 2,740,549 657,099 722,512 134,956 647,342 40,531 1,697,528 1,868,537 38,720,733 University of Wisconsin-La Crosse Pay Plan by Employee Classification Fiscal Year 2014-15 Employee Category Faculty Instructional Academic Staff Academic Staff Classified Total Base Salary 25,882,692 6,048,216 15,382,349 13,014,082 60,327,338 % of Salary Base 42.90% 10.03% 25.50% 21.57% 100.00% 1% Pay Plan 258,827 60,482 153,823 130,141 603,273 University of Wisconsin-La Crosse FY16 & FY17 Pay Plan by Employee Classification February 9, 2015 Table 1: Salary by Fund and Employee Classification Fund Faculty IAS 102 104 128 131 132 133 136 144 147 150 189 233 402 20,635,181 10,511 5,205,466 31,533 - 2,424,942 136,852 3,415,875 70,547 - Total 25,882,692 6,048,216 153,658 45,997 174,735 120,020 16,343 40,919,716 181,554 5,263,972 11,586,734 100,615 126,667 807,917 457,111 45,997 216,902 349,908 100,246 170,001 FY16 Pay Plan 409,197 1,816 52,640 115,867 1,006 1,267 8,079 4,571 460 2,169 3,499 1,002 1,700 FY17 Pay Plan 413,289 1,834 53,166 117,026 1,016 1,279 8,160 4,617 465 2,191 3,534 1,012 1,717 15,382,349 13,014,082 60,327,338 603,273 609,306 Classified FY16 Pay Plan NIAS - 8,503,051 117,259 2,955,103 1,992,037 66,105 126,667 670,591 457,111 42,167 198,354 100,246 Classified 9,356,542 53,783 2,172,017 973,356 34,510 66,779 Total Table 2: FY16 Pay Plan by Fund and Employee Classification Fund 102 104 128 131 132 133 136 144 147 150 189 233 402 Total Faculty 206,352 105 52,055 315 258,827 IAS NIAS 24,249 1,369 34,159 705 60,482 85,031 1,173 29,551 19,920 661 1,267 6,706 4,571 422 1,984 1,002 1,537 153,823 93,565 538 21,720 9,734 345 668 460 1,747 1,200 163 130,141 409,197 1,816 52,640 115,867 1,006 1,267 8,079 4,571 460 2,169 3,499 1,002 1,700 603,273 Fringe Benefit Impact 10,212 22,478 195 246 1,567 887 89 421 679 194 36,969 Total Fiscal Impact 409,197 1,816 62,852 138,346 1,201 1,512 9,647 5,458 549 2,590 4,178 1,197 1,700 640,242 Table 3: FY17 Pay Plan by Fund and Employee Classification Fund 102 104 128 131 132 133 136 144 147 150 189 233 402 Total Faculty 208,415 106 52,575 318 261,415 IAS NIAS 24,492 1,382 34,500 713 61,087 85,881 1,184 29,847 20,120 668 1,279 6,773 4,617 426 2,003 1,012 1,552 155,362 Classified 94,501 543 21,937 9,831 349 674 465 1,765 1,212 165 131,442 FY17 Pay Plan 413,289 1,834 53,166 117,026 1,016 1,279 8,160 4,617 465 2,191 3,534 1,012 1,717 609,306 Fringe Benefit Impact 10,314 22,703 197 248 1,583 896 90 425 686 196 37,338 Note: 1. NIAS, Faculty, IAS, Classified salary base determined off of October payroll figures and Nov FTB list from HR. 2. Fringe Benefit Impact based on retirement, medicare and social security percentages (19.4%) Total Fiscal Impact 413,289 1,834 63,480 139,729 1,213 1,528 9,743 5,512 555 2,616 4,220 1,209 1,717 646,645 Adopted 3/5/2015 Planned Actions Regarding Shared Governance and Tenure BOARD OF REGENTS Resolution I.6.A. WHEREAS the Governor’s biennial budget proposal calls for the deletion of statutory provisions regarding shared governance and tenure; and WHEREAS the Board of Regents supports addressing shared governance and tenure in Board of Regents policy; and WHEREAS the President of the Board of Regents has directed the creation of two highpriority task forces, each to be chaired by a member of the Board, to make recommendations for new Board of Regents policies on shared governance and tenure; and WHEREAS the two committees are expected to make policy recommendations in time for the Board of Regents to adopt policies on shared governance and tenure in spring 2016, prior to the July 1, 2016 effective date of the Governor’s proposal; THEREFORE, BE IT RESOLVED, that in the event that the Wisconsin State Legislature adopts the Governor’s proposal to remove shared governance and tenure from the statutes, it include specific authority to the Board of Regents to establish policies of shared governance and tenure; and BE IT FURTHER RESOLVED, that in the event that the Wisconsin State Legislature adopts the Governor’s proposal to remove shared governance and tenure from the statutes with an effective date of earlier than July 1, 2016, the Board of Regents will, prior to the effective date of the legislation, adopt policies on shared governance and tenure that reflect the exact language of current statutory law. If this occurs, these policies will be replaced once the task forces complete their work and the Board of Regents adopts the resulting policies. March 5, 2015 Agenda Item I.6. Adopted 3/5/2015 Response to Governor’s 2015-17 Biennial Budget Proposal BOARD OF REGENTS Resolution I.6.B. WHEREAS the Governor’s biennial budget proposal calls for a substantial base cut to GPR funding; and WHEREAS previous budget reductions in base funding, in conjunction with the current proposal and the continuation of a tuition freeze limit the ability of the System to effectively manage our institutions; and WHEREAS the UW System has long sought additional flexibilities to distinguish the System from other state agencies and to provide a greater ability to manage business enterprises in a more efficient and effective manner; THEREFORE, BE IT RESOLVED, that the University of Wisconsin System Board of Regents hereby requests that the Wisconsin State Legislature substantially reduce the base funding cuts recommended in the Governor’s budget; and BE IT FURTHER RESOLVED, that the Board of Regents hereby requests that the Wisconsin State Legislature grant the flexibilities sought by the System either through an agreed-upon public authority or appropriate amendments to state statutes, including a dedicated funding stream for state-supported UW operations and appropriate technical changes to the proposed budget to allow the System to more effectively and efficiently implement these flexibilities, manage operations, and serve the students and taxpayers of Wisconsin. March 5, 2015 Agenda Item I.6. Contextualizing Student to Faculty Ratio and Other Metrics Driving down the student to faculty ratio at UW­La Crosse was a primary goal of GQ&A. As the institution faces the task of addressing the significant budget cut placed upon it for the 2013­15 biennium, the institution must again consider how changes could affect this and other important metrics of quality. Section I of the Common Data Set outlines the methodology for calculating both the student to faculty ratio and the undergraduate class size. Another set of concerns relates to how changes in quality indicators, such as academic achievement of our incoming students or an increase in student to faculty ratio or class size, could influence the University’s standing in rankings like the U.S. News and World Report. It is fair to criticize rankings for any number of reasons ­ for example, rankings do not typically include evidence of student learning ­ but the conversation within JP&B and UBC has focused significantly on the student to faculty ratio, class size, and student enrollments, so that is also the focus of this review. The full table with weights assigned to the metric is on the last page, but some points for consideration: ➔ Nearly a quarter of the ranking is influenced by what our peers think about our institution. It’s hard to predict how the overall budget situation/conversation will influence these responses either this year or in subsequent years. ➔ Graduation rate – either the six­year rate itself or how that rate compares to the modelled rate– accounts for another quarter of the ranking. ◆ Graduation rate is also a primary metric on the Obama Administration College Scorecard and in the Post­Secondary Institution Ratings system under development by the U.S. Department of Education. ◆ Literature on college completion continues to show that high school performance – either through test scores or high school grades/rank have strong relationships with retention and graduation rates. ➔ Faculty compensation is considered a measure of quality , both as a stand­alone metric and when it is considered within the instruction expenditures that account for a large share of the University budget (instruction expenditures are, largely, faculty pay and benefits). ➔ Class size matters more than student­faculty ratio in the U.S. News calculation. However, these two metrics are typically related in teaching­focused institutions like us and our peers. This makes sense as it takes personnel to be able to decrease the sizes of classes by offering more classes. nd ◆ Compared to our performance peers, UW­L has the 2 highest student to faculty ratio. UW­Eau Claire has a higher ratio at 21:1. ● Note: the most recent year reported had us at the 20:1 rate. The next reporting cycle will have us at 19:1. This is still among the highest in our peer group. ➔ Eleven peers have lower percentages of undergraduate classes with 50 or more students, and twelve peers have higher percentages of undergraduate classes with fewer than 20 students. ◆ Said another way, UW­L generally has larger undergraduate classes than our peer institutions. ➔ UW­La Crosse and UW­Eau Claire are the UW System schools represented in the Top 5 U.S. News and World Report Midwest Regional Public Institutions. We are the two schools with the highest percentages of undergraduate classes with 50 or more students, the lowest percentages of undergraduate classes with fewer than 20 students, and the highest student to faculty ratios. ◆ Said another way, UW­L has made a lot of progress, but our peers are still ahead of us on these metrics. ➔ The U.S. Department of Education IPEDS collects the student to faculty ratio for each institution and highlights it on the College Navigator page. ********************************************************************************************************** U.S. News Rankings Factors Factor Weight Context Peer Assessment Score 22.5% What do other college presidents, provosts, and directors of admission think of us? Six­year graduation rate 18% What percent of our incoming first­year, full­time cohort graduated within six years? Financial Resources Rank 10% IPEDS Financial Data – avg spending over two years on instruction, research, student services and related educational expenditures. From U.S. News: “spending on sports, dorms, and hospitals doesn’t count.” (They exclude auxiliary spending in their calculations.) th SAT/ACT 25th­75 percentile 8.125% Composite ACT score of enrolled new FY students Graduation Rate performance (over­under) 7.5% How does the actual graduation rate compare to a graduation calculated by U.S. News (we are currently neutral on this metric, meaning the modelled rate and the actual rate match.) Faculty Salary (Pay+Benefits) 7% Two year average of faculty pay and benefits, regionally adjusted for cost of living Undergrad classes with under 20 students 6% Undergrad alumni giving rate 5% What percent of your living alumni gave to the university (averaged over the past two years)? FY retention rate 4.5% FY retention year 1 to year 2 FY students in top 25% of high school class 3.125% Percent of faculty w highest degree in field 3% Undergrad classes with 50 or more students 2% Acceptance rate 1.25% How many of your applicants did you accept? Student­faculty ratio 1% Percent of faculty who are FT 1% Common Data Set 2014-2015 I. INSTRUCTIONAL FACULTY AND CLASS SIZE I1 Please report the number of instructional faculty members in each category for Fall 2014. Include faculty who are on your institution’s payroll on the census date your institution uses for IPEDS/AAUP. The following definition of full-time instructional faculty is used by the American Association of University Professors (AAUP) in its annual Faculty Compensation Survey (the part time definitions are not used by AAUP). Instructional Faculty is defined as those members of the instructional-research staff whose major regular assignment is instruction, including those with released time for research. Use the chart below to determine inclusions and exclusions: Full-time Part-time (a) instructional faculty in preclinical and clinical medicine, faculty who are not paid (e.g., those who donate their services or are in the military), or research-only faculty, postdoctoral fellows, or pre-doctoral fellows Exclude Include only if they teach one or more nonclinical credit courses (b) administrative officers with titles such as dean of students, librarian, registrar, coach, and the like, even though they may devote part of their time to classroom instruction and may have faculty status Exclude (c) other administrators/staff who teach one or more non-clinical credit courses even though they do not have faculty status (d) undergraduate or graduate students who assist in the instruction of courses, but have titles such as teaching assistant, teaching fellow, and the like Exclude Include if they teach one or more nonclinical credit courses Include Exclude Exclude (e) faculty on sabbatical or leave with pay (f) faculty on leave without pay (g) replacement faculty for faculty on sabbatical leave or leave with pay Include Exclude Exclude Exclude Exclude Include Full-time instructional faculty: faculty employed on a full-time basis for instruction (including those with released time for research) Part-time instructional faculty: Adjuncts and other instructors being paid solely for part-time classroom instruction. Also includes full-time faculty teaching less than two semesters, three quarters, two trimesters, or two four-month sessions. Employees who are not considered full-time instructional faculty but who teach one or more non-clinical credit courses may be counted as part-time faculty. Minority faculty: includes faculty who designate themselves as Black, non-Hispanic; American Indian or Alaska Native; Asian, Native Hawaiian or other Pacific Islander, or Hispanic. Doctorate: includes such degrees as Doctor of Philosophy, Doctor of Education, Doctor of Juridical Science, and Doctor of Public Health in any field such as arts, sciences, education, engineering, business, and public administration. Also includes terminal degrees formerly designated as “first professional,” including dentistry (DDS or DMD), medicine (MD), optometry (OD), osteopathic medicine (DO), pharmacy (DPharm or BPharm), podiatric medicine (DPM), veterinary medicine (DVM), chiropractic (DC or DCM), or law (JD). Terminal degree: the highest degree in a field: example, M. Arch (architecture) and MFA (master of fine arts). I1 I1 I1 I1 I1 I1 Full-Time a) b) c) d) e) f) Total number of instructional faculty Total number who are members of minority groups Total number who are women Total number who are men Total number who are nonresident aliens (international) Total number with doctorate, or other terminal degree g) Total number whose highest degree is a master's but not a terminal master's Total number whose highest degree is a bachelor's Total number whose highest degree is unknown or other (Note: Items f, g, h, and i must sum up to item a.) Total number in stand-alone graduate/ professional programs in which faculty teach virtually only graduate-level students I1 I1 I1 I1 I1 h) i) j) Part-Time Total 502 58 257 245 25 100 7 58 42 1 602 65 315 287 26 421 39 460 69 7 43 9 112 16 5 9 14 21 5 26 I2 Student to Faculty Ratio Report the Fall 2014 ratio of full-time equivalent students (full-time plus 1/3 part time) to full-time equivalent instructional faculty (full time plus 1/3 part time). In the ratio calculations, exclude both faculty and students in stand-alone graduate or professional programs such as medicine, law, veterinary, dentistry, social work, business, or public health in which faculty teach virtually only graduate-level students. Do not count undergraduate or graduate student teaching assistants as faculty. I2 Fall 2014 Student to Faculty ratio 19 to 1 CDS-I (based on 9995 students Page 22 Common Data Set 2014-2015 and I3 535 faculty). Undergraduate Class Size In the table below, please use the following definitions to report information about the size of classes and class sections offered in the Fall 2014 term. Class Sections: A class section is an organized course offered for credit, identified by discipline and number, meeting at a stated time or times in a classroom or similar setting, and not a subsection such as a laboratory or discussion session. Undergraduate class sections are defined as any sections in which at least one degree-seeking undergraduate student is enrolled for credit. Exclude distance learning classes and noncredit classes and individual instruction such as dissertation or thesis research, music instruction, or one-to-one readings. Exclude students in independent study, co-operative programs, internships, foreign language taped tutor sessions, practicums, and all students in one-on-one classes. Each class section should be counted only once and should not be duplicated because of course catalog cross-listings. Class Subsections: A class subsection includes any subsection of a course, such as laboratory, recitation, and discussion subsections that are supplementary in nature and are scheduled to meet separately from the lecture portion of the course. Undergraduate subsections are defined as any subsections of courses in which degree-seeking undergraduate students enrolled for credit. As above, exclude noncredit classes and individual instruction such as dissertation or thesis research, music instruction, or one-to-one readings. Each class subsection should be counted only once and should not be duplicated because of cross-listings. Using the above definitions, please report for each of the following class-size intervals the number of class sections and class subsections offered in Fall 2014. For example, a lecture class with 800 students who met at another time in 40 separate labs with 20 students should be counted once in the “100+” column in the class section column and 40 times under the “20-29” column of the class subsections table. Number of Class Sections with Undergraduates Enrolled I3 I3 I3 I3 CLASS SECTIONS 2-9 119 I3 I3 CLASS SUBSECTIONS 2-9 39 Undergraduate Class Size (provide numbers) 10-19 20-29 30-39 40-49 50-99 306 471 324 61 149 10-19 92 20-29 233 30-39 60 40-49 10 CDS-I 50-99 3 100+ 15 Total 1445 100+ 2 Total 439 Page 23 Classes with fewer than 20 student Classes with 50 or more students Student-faculty ratio University of Wisconsin-La Crosse Peer Institutions 28.3% 10% 20 to 1 Classes with fewer than 20 student Classes with 50 or more students Student-faculty ratio West Chester University of Pennsylvania 22.4% 7% 20 to 1 SUNY College at Cortland 24.9% 8% 17 to 1 Winona State University 28.2% 11% 20 to 1 University of Wisconsin-La Crosse 28.3% 10% 20 to 1 University of Wisconsin-Eau Claire 29.2% 11% 21 to 1 University of North Carolina Wilmington 33.7% 7% 17 to 1 Montclair State University 34.3% 2% 17 to 1 Salisbury University 34.4% 4% 16 to 1 Western Washington University 35.5% 16% 20 to 1 SUNY College at Brockport 36.4% 6% 19 to 1 University of Minnesota-Duluth 37.3% 13% 19 to 1 Appalachian State University 38.0% 9% 16 to 1 State University of New York at New Palt 39.6% 3% 15 to 1 Rowan University 44.6% 1% 13 to 1 University of Northern Iowa 47.4% 6% 16 to 1 University of Mary Washington 50.2% 3% 14 to 1 College of Charleston 36.5% 5.0% 16 to 1 Truman State University 44.9% 2.0% 17 to 1 The College of New Jersey 38.8% 0.2% 13 to 1 James Madison University 33.3% 13.0% 16 to 1 State University of New York at Genese 32.7% 9.0% 19 to 1 Aspirant Institutions UW-L Office of Institutional Research, March 5 2015 Classes with fewer than 20 student Classes with 50 or more students Student-faculty ratio University of Wisconsin-La Cross 28.3% 10% 20 to 1 Truman State 44.9% 2% 17 to 1 University of Northern Iowa 47.4% 6% 16 to 1 Grand Valley State University 24.5% 7% 17 to 1 Eastern Illinois University 44.6% 3% 14 to 1 UW-Eau Claire 29.2% 11% 21 to 1 Where we rank in this list 5th out of 6th for undergrad class sizes under 20 students 2nd out of 6th for undergrad class sizes with 50 or more students 2nd highest S:F ratio University of Wisconsin-La Crosse Instructional Vacant Position Summary Fiscal Year 2014-15 As of March 20, 2015 Division CBA Department FIN CBA ACC CBA IS CBA MGT College of Business Total CLS MLG CLS MUS CLS POL CLS PSY Fund Position Title 102 Faculty Assistant Professor Total Fund 102 CBA 131 131 131 Faculty Assistant Professor IAS Lecturer IAS Lecturer 102 102 102 102 Faculty Faculty Faculty Faculty Assistant Professor Assistant Professor Assistant Professor Assistant Professor Total Fund 102 CLS CLS ART 131 CLS CST 131 CLS THA 131 College of Liberal Studies Total S&H MIC/CHM 102 S&H GEO 102 S&H RMTR 102 S&H ESS 102 S&H ESS 102 S&H ESS 102 S&H HP 102 S&H ESS 102 IAS Associate Lecturer Faculty Assistant Professor IAS Assoc Lecturer Faculty Faculty IAS Faculty IAS IAS IAS IAS Assistant Professor Assistant Professor Lecturer Assistant Professor Lecturer Lecturer Clinical Asst Prof Lecturer Total Fund 102 SAH S&H BIO 131 S&H BIO 131 S&H BIO 131 S&H MIC 131 S&H CHM 131 S&H CHM 131 S&H CHM 131 S&H MTH 131 S&H RMTR 131 S&H RMTR 131 S&H ESS 131 College of Science & Health Total SOE DES 102 School of Education Total AA Library 131 Library Total Grand Total Faculty IAS IAS IAS Faculty IAS IAS IAS Faculty Faculty IAS Assistant Professor Lecturer Lecturer Lecturer Assistant Professor Associate Lecturer Associate Lecturer Lecturer Assistant Professor Assistant Professor Lecturer Faculty Associate Professor Faculty Assistant Professor FTE 1.00 1.00 Budget 105,000 Offer declined. Start to search again. 105,000 Search Status 1.00 0.50 1.00 3.50 1.00 1.00 1.00 1.00 4.00 80,000 24,000 48,000 257,000 54,000 53,000 56,000 57,000 220,000 1.00 1.00 1.00 7.00 1.00 1.00 0.50 1.00 1.00 1.00 1.00 0.50 7.00 30,597 Currently searching - applicants under review. 54,000 FY16 new GQA position - search in progress, candidate interviews scheduled. 45,000 FY16 new GQA position - search ongoing, reference calls stage. 349,597 75,503 Search not started yet. Offer pending for another position, if accepted will start interviews for spousal hire. 54,032 Currently searching - applicant pool under review. 22,000 Search not started yet. Filled with ad-hocs in FY16, search to begin in FY16. 54,752 Currently searching - applicant pool under review. 47,948 Currently searching - accepting applicants. 41,766 Search not started yet - will start end of March. 53,000 Currently searching - applicant pool under review. 22,313 Currently searching - accepting applicants. 371,314 1.00 1.00 0.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.50 17.00 1.00 1.00 1.00 1.00 29.50 New Business Law ACC FY16 reorg - search in progress. FY16 new GQA position- search in progress. FY16 new position - search in progress Position on hold until FY17 to complete Spanish curriculum. Currently searching - position posted. Currently searching - skype interviews scheduled. Currently searching - campus interviews scheduled. 57,000 FY16 new GQA position - currently searching - applicant pool under review. 45,000 FY16 new GQA position - search not started yet. 22,725 Search not started yet - will start end of March. 66,000 Currently searching - applicant pool under review. 57,000 FY16 new GQA position - currently searching - applicant pool under review. 45,000 FY16 new GQA position - currently searching - applicant pool under review. 44,000 Currently filling with 1 year IAS during FY15 and FY16. Plan to search in FY16 to hire Redbook employee for FY17. 44,000 Currently searching - applicant pool under review. 54,000 Currently searching - offer pending. 52,947 Currently searching - working on position posting. 22,500 Currently searching - accepting applicants. 881,486 55,500 Currently searching - offer pending. 55,500 48,000 Currenty searching - accepting applicants. 48,000 1,591,583 Fund 102 Fund 131 13.00 16.50 751,814 839,769 GQA Self Supporting Excess Revenue Total 15.00 0.00 2.00 29.50 861,001 74,597 1,591,583 University of Wisconsin-La Crosse Non-Instructional Vacant Position Summary Fiscal Year 2014-15 As of March 20, 2015 Division Department Dean's Office CBA CBA SBDC CBA SBDC CBA SBDC College of Business Total ENG CLS College of Liberal Studies Total S&H HP College of Science & Health Total AA CATL - Online Program AA Grants Office AA Advising AA Advising AA Career Services AA Continuing Education AA OIE AA OIE AA OIE AA OIE AA OIE AA OIE Academic Affairs Counseling & Testing SA OMSS SA OMSS SA OMSS SA Health Center SA Student Support Services SA Student Affairs SA Athletics SA Campus Climate SA Campus Climate SA Student Affairs Enterprise Applications A&F Enterprise Applications A&F Police Services A&F Police Services A&F Parking Services A&F Human Resources A&F Physical Plant - General Ops A&F Custodial Services A&F HSC Contracts A&F Building Maintenance A&F Landscape Services A&F Administration & Finance Grand Total Fund 102 102 104 132 102 Position NIAS Classified Classified Classified Title Associate Dean Univ Services Assoc II Univ Services Assoc II Univ Services Assoc II Classified Academic Dept Assoc 131 NIAS Research Prog Mgr I 131 150 131 102 102 104 102 128 128 128 128 102 NIAS Classified NIAS NIAS NIAS Classified NIAS NIAS NIAS NIAS NIAS Classified Media Specialist Univ Services Assoc II Director, Car Pln & Plc Director, Car Pln & Plc Director, Car Pln & Plc Univ Services Prg Assoc Director, Intl Ed PGM/M Asst Dir, Intl Ed P/M Asst Dir, Intl Ed P/M Asst Dir, Intl Ed P/M Asst Dir, Intl Ed P/M Accountant 128 131 402 131 128 144 102 131 131 131 NIAS NIAS NIAS NIAS NIAS NIAS Classified NIAS NIAS NIAS Counselor Outreach Prog Mgr I Outreach Prog Mgr I Student Services Cord Clinical Physical Therapist Advisor Executive Assistant Admin Specialist Student Services Cord Admin Specialist 102 102 102 102 128 131 102 102 128 102 102 Classified Classified Classified NIAS NIAS Classified Classified Classified Classified Classified Classified IS Data Services Senior IS Sys Dev Srv Senior Detective Dir, Protective Srv/L Dir, Protective Srv/L Employee Relations Specialist Office Associate Custodian Lead Office Associate HVAC/Refrig Spec Gardener FTE 1.00 0.47 0.28 0.10 1.85 1.00 1.00 1.00 1.00 1.00 1.00 0.23 0.27 0.50 1.00 1.00 0.18 0.45 0.15 0.22 1.00 7.00 0.83 0.16 0.84 1.00 0.82 1.00 1.00 1.00 1.00 1.00 8.65 1.00 1.00 1.00 0.50 0.50 1.00 0.50 1.00 0.50 1.00 1.00 9.00 28.50 Budget 127,527 14,995 3,191 8,934 154,647 29,754 29,754 49,455 49,455 51,004 29,754 18,166 21,267 39,432 32,178 77,725 8,726 21,816 7,272 10,666 41,615 359,621 42,748 8,709 45,725 44,884 45,859 35,321 43,380 45,500 42,520 42,520 397,166 63,734 65,384 59,059 47,500 47,500 50,000 13,628 26,878 13,628 34,546 24,035 445,892 1,436,535 Search Status Current interim appt. Search status TBD once new Dean starts. Search not started yet - working on job description Search not started yet - working on job description Search not started yet - working on job description Search in progress - accepting applicants. Search in progress - offer pending. Search in progress - accepting applicants. Seach in progress, accepting applicants. Search in progress, finalists under review. Search in progress, finalists under review. Search in progress, finalists under review. Search in progress - accepting applicants. Search not started yet. Position on hold. Position on hold. Position on hold. Position on hold. Search in progress - accepting applicants. Currenlty searching - accepting applicants. Position not yet posted - developing posting. Position not yet posted - developing posting. Position not yet posted - developing posting. Position not yet posted - developing posting. Position not yet posted - start search Spring 2015. Position under review, search has not started yet. Position under review, search has not started yet. New AI position for FY16 - developing posting for search. Position not yet posted - start search Spring 2015. Search currently ongoing. Reviewing candidate pool. Search currently ongoing. Phone interview stage. Search currently ongoing. Interview stage. Search on hold. Search on hold. Search currently ongoing. Phone interview stage. Search currently ongoing. Interview stage. Search on hold. Search currently ongoing. Interview stage. Search currently ongoing. Position posted. Search currently ongoing. Position posted. Division Department Fund Position Title Fund 102 Fund 104 Fund 128 Fund 131 GQA AI Self Supporting Excess Revenue Fund 132 Fund 136 Fund 144 Fund 150 Fund 233 Fund 402 Total FTE 13.24 1.28 3.65 7.39 2.16 2.23 2.00 0.00 0.10 0.00 1.00 1.00 0.00 0.84 Budget 730,459 35,369 198,215 352,758 103,593 103,206 100,459 8,934 35,321 29,754 45,725 28.50 1,436,535 Search Status