Charles Maimone
Vice Chancellor Business Affairs
VCBA@uncw.edu
*
*Status of the state budget process
*Unified Budget Planning and Reduction Planning
*Strategic Planning and Resource Allocation
*
* UNCW Submission
* Board of Governors
* Governor McCrory
* Senate (est. first week in May)
* House of Representatives (May/June)
* Final
Fi l Certified
C tifi d B
Budget
d t (J
(June/July)
/J l )
8.6%
8 6% Increase
8.6% Increase
4.2% Decrease
?
?
?
* Still too earlyy in the pprocess to know
* Understand we face significant long term challenges
* Predict reductions and planning for them
* Introducing a new budget planning model to become
proactive not reactive
*
*
* UNCW operates on the State of North Carolina biennial
budget
g cycle
y
* The university conducts “budget calls” for eight (8) different
budget cycles
* Externally managed:
* Office
Offi off State
S
Budget
B d
and
dM
Management (OSBM)
* UNC General Administration
* Internally Managed:
* University Budget Office
*
* As a result,, UNCW faces constant external
budget compliance and reporting
responsibilities
* Heretofore our offices involved in planning,
performance and resource management have
understandably been designed around these
external requirements
*
*
* Biennial Continuation Budget
*Biennial Expansion Budget
* Biennial Capital Budget
* Supplemental Budget
* Campus Initiative Tuition Increases (CITI) & Student Fees
* Mandatory & Non-Mandatory Student Fees
* Summer School Rate Increases
* Enrollment Projections
*
*
* University Annual Allocation Budget
* Special Funds Budgets
* Faculty
l and
d EPA Legislative
l
Salary
l
Increases
* SPA Legislative Salary Increases
* Facilities & Administration Receipts (Overhead)
*
* The campus community submits budget requests appropriate
for each budget call
* Multiple processes restrict our ability to link comprehensive
allocation decisions to any one program initiative
* The fragmented nature limits our creativity and collaboration
among departments, schools and divisions
*
* UNCW must turn its attention and resources
inward, to the development of a campus wide,
university level budget planning process that is
responsive to university strategic initiatives
Note:
None of our external compliance
p
and reporting
p
g
responsibilities will go away. Aligning our work to
accommodate our internal plans while still meeting our
external obligations is essential.
essential
*
* A unified process provides departments an opportunity
to develop
p a comprehensive
p
p
program
g
p
plan including
g
expected outcomes
* A unified budget planning process
process, responsive to
university strategic initiatives, promotes our shared
values and encourages collaboration and creativity
*
*A revised timeline allows for a
comprehensive
p
view of all available
resources.
Prioritized List of Requirements
Priority
Item Description
FTE
1
Improve Student:
Faculty Ratio
12.0
2
Reclassify HR
Consultant
3
Nursing BS
Program - Onslow 4.0
0.0
Perm Amt
Supple
One-Time Biennial Biennial Biennial
Annual
mental
CITI
Amt.
Cont.
Exp.
Capital
Allocation
Budget
$548,509
√
√
Sum
Schl
MidYear
Review
√
√
$14,218
$411,416 316,769
√
Stdnt
Fees
√
√
√
√
√
University Planning, Programming & Budget Calendar
Year 1 of Budget
Development Cycle
FY 2013-14
FY 2014-15
 Cabinet / Chancellor review / prioritize budget requirements
 Enrollment Management Committee develops enrollment
projections
pp
enrollment projections
p j
 Cabinet / Chancellor approve
Annual Allocations (Permanent + One-Time Funding)
Biennial Budgets (Continuation, Expansion, Capital)
Enrollment Growth Projections
Campus-Initiated Tuition Increases
Student Fees
Special Funds (Receipt-supported) Budgets
Summer School Increases
Supplemental Budget (2nd Year of Biennial Cycle)
Mid-Year Adjustments < One-Time Allocations >
Ready to
implement by
7/1/13
June
May
April
March
February
January
December
October
September
July
August
May
June
April
March
February
January
November
 University Planning - identifies strategic priorities for
biennium
 Budgetary Programming - works w/campus to identify programs to
meet strategic direction
 UIC proposes new initiatives that support strategic
priorities
 Budgetary programs reviewed / analyzed by Budget Office / UBC finalize program budgets
 University Business Analytics team provides analysis to
support discussions
 Budget Office / UBC identify alternative sources of revenue
to meet decisions
Calendar year
2015
Calendar year 2014
December
October
August
September
July
Calendar year
2013
November
FY 15 - 17 Biennial Budget
Year 2 of Budget
Development Cycle
*
*
Starting in advance of our external requirements
*
Connecting
g our strategic
g p
plan to UNC Strategic
g
Directions 2013–2018 (GA moving to a performance
funding model)
* Review administrative processes to identify possible
savings through Shared Services
* Budget
B dg t Management
M
g
t and
d SServices
i
* Human Resources and Services
* Report Writing Services
*
* Meet our June 30, 2013 deadline by reanalyzing and
reconsidering existing funding allocation decisions
* Extend our deliverable for biennial budget reduction to
June 30,
30 2014
2014, not June 30,
30 2013
* Engage the campus community as described in the unified
b d
budget
process
* Develop specific annual objectives for strategic resource
allocation
*
*
* GOAL VII: Ensure adequate resources to achieve university goals
by increasing public financial support and private giving.
* Objective 1: Secure critical educational resources through more
equitable funding from the state for UNCW.
* Objective 2: Achieve more efficient and effective use of existing
resources through reallocation, technology, and linkages between
planning and budgeting.
budgeting
* Objective 3: Strengthen the annual giving program.
* Objective 4: Develop focused, aggressive planned giving and major
gifts programs.
programs
* Objective 5: Enhance foundation and corporate giving to UNCW.
* Objective 6: Establish funding sources to meet the expanding capital
needs of a growing university.
university
* Objective 7: Increase grants, contracts and entrepreneurial activity
to enhance the university’s programs and projects.
* Objective 8: Meet the financial needs of students dependent on
financial aid
*
Five Goals:
*Setting Degree Attainment
* Strengthening Academic Quality
* Serving The People of North Carolina
* Maximizing Efficiencies
* Ensuring An Accessible and Financially
Stable University
*
* Goal 4 - Maximizing Efficiencies
* Strategies: Enhanced data analysis (Page 87)
* Action Steps
* Implement the Student Data Mart
* Implement UNCW’s Predictive Analytics Project across
other UNC campuses
* Cost Allocation Analytics
* Enrollment
E ll
t Management
M
tA
Analytics
l ti
* Business Analytics
“A nonrecurring investment of $500,000 for UNCW in each of the fiscal
years 2013-14 and 2014-15 is required to finish building the system.”
*
Theme:
An unprecedented university commitment to diversity and
global engagement
Key objectives
* Double
D bl need-based
d b d financial
fi
i l aid
id
* Provide 100 percent study abroad access
* Triple international student enrollment and create a campus
community that better reflects the world’s diversity
* Be a national leader in preparing students to succeed in a
multicultural world
* Build a multi-faith center and promote interfaith dialogue
* Develop the Elon Academy as a national model
*
Goal 2: Enhance efficiency and effectiveness of operations and identify
opportunities for revenue generation or cost savings across the
institution. Improve transparency of College revenue and expenditures
across all sources and types of expenditures. FY13
* Provide additional staff to meet State and College demands. [PBR 967] (Jones)
* Provide
P id a $200
$200,000
000 per year C
Creative
ti Ad
Adaptation
t ti F
Fund
d ffor th
three years
beginning in FY13 to improve the quality of our educational programs, either
directly or indirectly, by reducing costs or generating net new revenues and
thereby providing funds that can be reinvested in people and programs.
*(Halleran)
* Reallocate costs or increase net revenues cumulatively by five percent
of the FY12 E&G budget in each school over the next three-year
three year period
(FY13, FY14 and FY15) -- beyond any increase provided by state
allocations or generated through undergraduate tuition.* (Halleran)
*
State of Young Professionals
Is this
important?
How are we
doing?
“Extremely/Very
“E
t
l /V
Important”
“Excellent”
“E
ll t” or “Very
“V
Good”
Peer Networking
81%
12%
-69%
Millennials
Mill
i l stay
t for
f 2.7
2 7 years
ears on
average, compared to 5.5 years
for other generations.
Communication &
Collaboration
82%
13%
-69%
Leadership/Career
Development
95%
28%
-67%
Millennials
Mill
i l scoredd significantly
lower than other generations of
employees in several areas of
engagement.
Outlets
O
l ffor id
ideas
and opinions
78%
13%
-65%
Mentoring
81%
17%
-64%
BY THE NUMBERS
Millennials
Mill
i l comprise
i 17% off allll
salaried employees, but 26% of
employee turnover.
75% of Millennials who leave the
company do so voluntarily.
Focus Area
Gap
p
N = 466 (63% field-based)
Source: AYP Survey, April 2012
*
Business Need
To effectively attract, engage, develop, and retain young professionals – one of the fastest
growing segments of the workforce.
Target Audience
Young professionals and advocates with the desire to support and further the group’s charter
and goals.
goals
Charter
To drive and grow our business by connecting, engaging and empowering young professionals
through a network that helps ensure competitive advantage.
Empower all employees to voice their ideas to drive and grow our business
 Increase inclusion and engagement
 Facilitate career and leadership development
 Establish global mechanisms for communication, collaboration and networking
 Enhance capacity to recruit, develop and retain young talent
 Better help leadership engage and understand issues impacting young professionals

Strategic Goals
2013 Priorities
Establish group governance and structure
 Promote membership through events and
programming
 Create
C t communication
i ti channels
h
l
 Conduct needs assessment (business and
membership impact)
Executive Sponsor

MB
Advisors

LD, AH

JB, KD, GL, TL, JR, JR

Core Team
Members
Measured by:
 ERG membership and engagement
 Communication reach
 Quantitative/qualitative
Q
tit ti /
lit ti ffeedback
db k
 Business unit advocacy
*
* Status
St t off th
the state
t t b
budget
d t process
* We should know our FY 13 -15 budget by July,
2013
* Unified
U ifi d B
Budget
dg t Pl
Planning
i g and
dR
Reduction
d ti Planning
Pl
i g
* Budget planning begins July, 2013
* Reduction planning begins now and runs through
J l 2014 14
July,
* Strategic Planning and Resource Allocation
* Now
N
th
through
h JJuly,
l 2014
*