Budget Office Website
1

UNCW Budget & Planning – evolution of our
processes
Unified Budget Process (UBP)

2015-17 UBP Recommendations
2
2006
2011
Strategic
Resource
Allocations
•
•
•
•
•
Strategic allocations
Standardization
Multi-year vision
Campus input
Prioritization
Innovation
•
•
•
•
2013
Operationalizing
Strategic
Decisions
Innovative thinking
University Innovation Council
University Budget Council
Restructure Tuition & Fee
Advisory Committee
•
•
•
•
•
Unified Budget Process established
Strategic decisions
Quantifiable objectives
Operationalizing decisions
Multiple funding solutions

Operationalize our strategic thinking

Long-range decision-making

Data-driven decisions
4
Strategic decision
Operationalize decision (Unified Budget Process)
Implement decision
Assessment
5

UNC’s long-range planning is guided by a set of
strategic directions recommended by BOG and
President (UNC Strategic Directions 2013-2018)

Likewise, UNCW is using strategic directions as a
foundation for current and future priorities, resource
planning and allocation, program development, review
and refinement of our missions

The Unified Budget Process fuels the achievement of
these strategic decisions.
6
University Analytics
12 cell matrix
Strategic
Planning
Program
Development
Budget
Development
Resource
Determination
Budget &
Enrollment
Planning
Enrollment
Management
Assessment
Unified Budget Process
Allows university budget planning to
incorporate all funding sources into the
evaluation in order to optimize the allocation of
funds by source.
Results fed back into strategic planning process
7

Is responsive to university strategic initiatives, promotes our shared values
and encourages collaboration and creativity

Starts in advance of our external requirements – 1 year in advance

Connects our strategic plan to UNC Strategic Directions 2013–2018

Engages the broader campus community


Develops specific (quantifiable) annual objectives for strategic resource
allocation - key to the process !!!
UBP decisions integrate with the North Carolina biennial budget cycle
◦ Previously, the university annually conducted “budget calls” for eight (8)
different budget cycles.
◦ Now UBP decisions feed the external (and internal) budget cycles
8
Year 1 of Budget
Development Cycle
Year 2 of Budget
Development Cycle
FY 2013-14
FY 2014-15
JUNE
MAY
APRIL
FEB
JAN
DEC
NOV
OCT
AUG
SEPT
JULY
MAY
FEB
MARCH
JAN
MARCH
Calendar year
2015
Calendar year 2014
DEC
NOV
OCT
AUG
SEPT
JULY
Calendar year
2013
JUNE
FY 15 - 17 Biennial Budget
APRIL
University Planning, Programming & Budget Calendar
 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 Analytics team provides analysis to support
discussions
 Budget Office / UBC identify alternative sources of revenue to
meet decisions
 Cabinet / Chancellor review / prioritize budget requirements
 Enrollment Management Committee develops enrollment
projections
 Cabinet / Chancellor approve enrollment projections
Annual Allocations (Permanent + One-Time Funding)
Biennal 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 >
9
DEFINITION:
“a budget in which the resources
and services are identified by
programs or function and not by
the organizational units involved
in performing all or part of the
program and/or “functions”
Strategic Planning
Campus identifies
strategic priorities for
biennium.
Ongoing initiatives are
evaluated.
University Analytics team
provides analysis to
support discussions and
quantify the goals
Budgetary
Programming
Working directly with
deans and division
directors
-- no longer go thru
divisions for data
Sets out to identify those
programs necessary to
meet the strategic
priorities
Evaluate
Approve
External
Budget Analysis
Budget Office /
University Budget
Council (UBC)
Compliance
Cabinet review,
prioritization &
approval
Analysis and Review of
those programs
identified by Budgetary
Programming office.
Finalize budgets for each
program.
Analyze and identify all
funding sources available
for each program.
10
2015-17
Strategic Planning
11
Journey of Learning

Objective 1 – Meet or exceed all institutional goals in the UNC performance
funding measures.
◦
◦
◦
◦
◦
◦
◦
◦
◦
◦

Graduation Rates of NCCCS Transfer Students
Degrees Awarded in STEM and Health Disciplines
Undergraduate Students graduating with University Honors
6-Year Graduation
Retention
Degree efficiency
Degrees awarded to Pell recipients
Energy Efficiency
Annual Giving
Financial integrity index (UNC FIT)
Objective 2 -Ensure that all undergraduates have an applied learning
experience (in research/discovery, internships/application, service
learning/regional engagement, and/or study abroad/exploration away) that
achieves a set of established learning objectives.
12
Love of Place

Objective 3 – Design and develop proposals for advanced health professional
degree programs responsive to health industry needs.

Objective 4 – Conceptualize, design and fund an industry-linked film
production facility consistent with the addition of a graduate program in Film
Studies.
Power of Ideas and Innovation

Objective 5 – Develop and implement the CREST (Millennial Campus) model with
initial emphasis on meeting MARBIONC partnership targets.
◦ MARBIONC, CMS, Shellfish Hatchery

Objective 6 – Enhance the regional entrepreneurial community through the
launch of the Center for Innovation and Entrepreneurship and related
programs.
13
Budgetary
Programming
14

Each strategic objective has a program lead
One of the two (2) Budget Office analysts are assigned to
programs as liaison to University Budget Director
Cross divisional discussions based on the program
Macro-views become micro, line-item budgets
15
Strategic Goals
• Ensure the proper level of resources are in place to continue to meet or exceed the established performance funding
target in order to earn the available funding point.
• Continue to be a performance leader in the five core business process areas of General Accounting, Contracts and
Grants, Financial Aid, Capital Assets, Student Accounts.
• Maintain compliancy as outlined in the UNC FIT program.
• Actively participate in the ongoing development and improvement of the UNC FIT and performance funding model.
GA Performance Funding Measure "UNC FIT"
*FY2012-13: Score 96.5 or greater to earn 1 point for performance funding
Performance Targets 1
*FY2013-14: Score 96.5 or greater to earn 1 point for performance funding
*FY2014-15: Score 96.5 or greater to earn 1 point for performance funding
University Budget Council (UBC) Recommendations:
• Recommend with Qualifications: the UNC FIT Project Manager
Officer Job description must clearly demonstrate the internal
benefits of this position to UNCW.
16
• Raise funds from the private sector to further the university's mission of excellence in teaching, research, and public
service
• Facilitate the identification, cultivation, solicitation and stewardship of all constituencies and seek to positively
promote the university
• Strategically plan to ensure that gifts from our donors have the greatest impact possible
Strategic Goals
GA Performance Funding Measure "Annual Giving"
*FY2012-13: $8,216,000
1
*FY2013-14: $8,297,000
*FY2014-15: $8,545,000
2 Increase the amount in major gift commitments by 5% annually.
Performance Targets
3 Increase the amount in planned gift commitments by 5% annually.
4 Increase the amount of gifts generated by the annual giving program by 3% annually.
5 Increase the number of alumni donors by 2% annually.
University Budget Council (UBC) Recommendations:
•
Recommend with Reservations: the expectation is that these positions would
be incorporated into the strategic plan for Advancement to reduce their
reliance on state appropriations and move to alternative funding in the longterm.
•
The UBC recognizes that this could be a 10+ year plan and there is a current
need for this request.
17
• Data collection including accurate measurement and analysis of electricity, fossil
based fuels, and water usage to benchmark and to allow for regular review of costs and
performance
• Annual summary that reviews activity related to Energy Supply, Energy Demand,
Strategic Goals
Communication and Training, and Water consumption
• Initiate a 2nd Performance Contract project
• Displacing purchased water for irrigation with well water and maximizing sewer
credits
GA Performance Funding Measure: Energy Efficiency (FY2011-12 Base: 111,447 Btu per
sq. ft., 31% under 2002)
Performance Targets *FY2012-13: 109,480 (32% under 2002)
*FY2013-14: 107,820 (33% under 2002)
*FY2014-15: 106,260 (34% under 2002)
University Budget Council (UBC) Recommendations:
•
Full Recommendation for the following items: Performance Contract #2,
Replacing Lighting – Warwick & Facilities Support Buildings, and Replacing
Chilled Water Control Valves in Randall Library & DeLoach Hall.
•
Recommend with Qualifications: The funding of the Retro-commissioning
should be conditional on the availability of R&R/State funding so as not to
compete with other university initiatives.
18
Student Success:
1.
2.
3.
4.
5.
6.
7.
Graduation Rates of NCCCS Transfer Students
Degrees Awarded in STEM and Health Disciplines
Undergraduate Students graduating with University Honors
6-Year Graduation
Retention
Degree efficiency
Degrees awarded to Pell recipients
These 7 measures are being analyzed as one program. Expect initial evaluations by fall
2014.
19
Strategic Goals
• Provide evidenced-based opportunities to enhance the undergraduate experience and to prepare students for success in lifelong learning after
graduation through international programs, faculty-mentored student scholarship, internships, eTEAL initiatives;
• Ensure that 100% of UNCW students take an Exploration Beyond the Classroom experience as part of University Studies.
• Encourage students to engage in multiple high-impact applied learning experiences, which correlate to a higher rate of retention and
graduation.
#1
#2
#3
#4
Performance Targets
#5
#6
#7
#8
Exploration Beyond the Classroom (EBC): By 2016, 95% of undergraduates will have an EBC, 97% by 2017, 100% by 2018
High-Impact for-credit Applied Learning (AL): By 2017, 25% of all UNCW students will participate in an individualized or study abroad
(high-impact) AL experience.
Multiple AL Experiences: By 2017, 25% of all UNCW students will have multiple AL experiences, 35% by 2020
Non-Credit Bearing Applied Learning (AL): after initial baseline data is collected in 2014-2015, we will work toward a 10% annual
increase in student participation through 2017.
Honors College (GA performance funding): number of students in a chort that complete 499 and graduates within 4 years. 89 students
by 2014 for cohort 2010-11, 92 students by 2015 for cohort 2011-12, and 95 students by 2016 for 2012-2013 cohort
Center for the Support of Undergraduate Research and Fellowships: Increase number of Undergraduate Research Scholars by 5%/year
Increase effective applied learning instruction for faculty, staff, and graduate student development through the Center for Teaching
Excellence (CTE)
Experiencing Transformative Education through Applied Learning: 172 funded eTEAL-supported Pedagogy Initiatives by 2019
University Budget Council (UBC) Recommendations:
•
Full Recommendation: Institutional support is highly encouraged while continuing to
monitor the increase to faculty workload as the program is implemented. The program
consists of 8 distinctive subprograms each with individual performance targets that can
be funded separately.
20
Strategic Goals
Performance Targets
BOG Strategic Objectives 2013-2018
• Invest in game-changing research to create value and solve significant problems.
• Develop plans to identify opportunities, recruit and retain talent, and assess infrastructural needs.
• Directly engage with specific needs of constituencies throughout the state of North Carolina.
• Train the next generation of medical professionals.
• Rethink outdated models of health care.
1
GA Performance Funding Measure "Degrees Awarded in STEM and Health Disciplines"
*FY2011-12 (Baseline): 748 degrees (213 Health degrees)
*FY2012-13: 770 degrees (>=226 Health degrees)
*FY2013-14: 785 degrees (>=235 Health degrees)
*FY2014-15: 800 degrees (>=244 Health degrees)
University Budget Council (UBC) Recommendations:
•
Recommend with Reservations: external consultation as part of the advanced planning phase
will assist in objectively defining the program, selecting the optimal facility location and
providing alternative architectural solutions. Funding is available for hiring of external
consultants only.
•
Recommend with Reservations: external consultation for market analysis and risk assessment
to best determine new proposals for advanced health professional degree programs
responsive to community and regional health industry needs. Funding is available for hiring of
external consultants only.
21
Strategic Goals
• Prepare students, through direct hands-on experience, with the essential skills for life and career (applied learning).
• Engage in collaborative initiatives and learning with industry-linked film innovators and production personnel.
• Create an environment and culture to promote innovation and incubation.
Performance Targets
Improve graduation and retention rates.
University Budget Council (UBC) Recommendations:
•
Recommend with Reservations: external consultation as part of the
advanced planning phase will assist in objectively defining the program,
selecting the optimal facility location and providing alternative architectural
solutions. Funding is available for hiring of external consultants only.
•
Consultation results will determine which option is most feasible.
22
Strategic Goals
M1
M2
Performance Targets
Provide a state-of-the-art collection of faculty, students, staff and facilities to foster the highest quality
of business consortia work. The process of translating basic science through applied work and
iteratively into products is the ultimate goal.
Populate the MARBIONC building with businesses: Add 1 business per quarter through December 2016
Develop QEP and DIS Programs to create a mechanism to organize student opportunities: Place
students in 5 labs by the end of FY 2014-15, add an additional 5 students by the end of FY 2015-16
Develop translational process, products: take discovery to businesses on a monthly basis to promote
university and corporate interactions
Create opportunities for new discovery to translate plan for translational sciences paradigm: Hold
M4 professional training sessions for faculty and student development
M3
University Budget Council (UBC) Recommendations:
•
Recommend with Qualifications: enhanced faculty and student
involvement, as well as an integrated applied learning aspect, should
be achieved as a result of receiving additional funding. This should be
tracked on an annual basis as the program progresses.
23
Strategic Goals
CMS1
CMS2
CMS3
Performance Targets
CMS4
CMS5
Provide a state-of-the-art facility to foster research programs of the highest quality, thereby
enhancing educational opportunities and experiences for students, and serving as an important
node for technology transfer and public service
Establish PhD in Coastal and Marine Science Program at UNCW by the end of FY 2015-16
Formalize Marine Science Program at UNCW, including the establishment of a unified program by
the end of FY 2014-15 and hiring of faculty, staff and students who embrace UNCW'S role as the
"Coastal University".
Create plan with Advancement to expand research support for graduate students, establish a
marine research internship program, and enhance the CMS Postdoctoral program by the end of FY
2015-16
Working with General Administration on the Establishment of North Carolina Marine Science
Consortia to promote statewide collaboration by June 2014; Establishment of Interinstitutional
PhD Program by Fall 2017; in reponse to the 2013 AAAS Review of the Marine Sciences in the State
of North Carolina
Through infrastructure, programs and services expand the Research Effectiveness and Capabilities
of CMS to meet demands of 1-3 multidisciplinary programs to increase F&A generation
University Budget Council (UBC) Recommendations:
• Performance Targets CMS1 – CMS4: further university level direction and prioritization is needed. These items are predicated
on the approval from General Administration and/or program expansion. Do not recommend funding at this time.
CMS1: Establish PhD in Coastal and Marine Science Program at UNCW
CMS2: Formalize Marine Science Program at UNCW
CMS3: Expand and Enhance research support and Internship & Postdoctoral Programs
CMS4: Establish North Carolina Marine Science Consortia & Inter-Institutional PhD Program
• Performance Target CMS5 – Full recommendation based on immediate needs for enhancing faculty research programs for
greater grant competitiveness
24
Strategic Goals
SRH1
SRH2
Performance Targets
SRH3
SRH4
SRH5
To establish an efficient and productive facility and programs that will facilitate the fulfillment of the
SRH Mission
Execute selective breeding of oyster lines and evaluate performance in field trials at multiple locations
by June 2014; Maintain 4 even year and 4 odd year lines, culling and initiating new as performance
merits.
Successful completion of production cycles and field train with partnership with industry. Produce 2
triploid cohorts/production cycle and evaluate performance. Increase to 4 cohorts/production cycle by
March 2016.
Maintain a student workforce of 12 student at 10-20 hours per week
Execute 2-4 spawns (as needed to provide adequate material for experiments) of scallops and explore
best practices for scallop grow out.
Engage in outreach, seminars and conferences, develop resources for communicating the activities of
the SRH, and provide the necessary research materials to students and colleagues to increase impact of
SRH
University Budget Council (UBC) Recommendations:
•
Recommend with Qualifications: enhanced faculty and student involvement,
as well as an integrated applied learning aspect, should be achieved as a
result of receiving additional funding. This should be tracked on an annual
basis as the program progresses.
25

Removed from the UBP process

Being handled separately since no university
funding will be used to support program
26
Strategic Goals
Performance Targets
• Embrace emerging technologies and advance knowledge to transform the university and meet the
needs of a diverse and changing society
• Leverage new technologies to assist in achieving the desired university Strategic Action Plan
Increase wireless capacity in every academic and administrative building to a maximum of up to
1 300+ Mbps
2 Increase wireless capacity in every residence hall to a maximum of up to 300+ Mbps
3 Increase capacity to desktops to a maximum of up to 1000 Mbps (1 Gbps)
University Budget Council (UBC) Recommendations:
•
Full Recommendation: all potential funding resources should be analyzed
and the best method utilized for this university level initiative.
27
Budget Analysis
28
AMOUNT
Permanent
Objective
Performance
Target
One-Time
BUDGET CYCLE
Total
Amount
Biennial
Biennial
Biennial
Supplemental
Capital /
Continuation Expansion
Budget
R&R
CITI
Student
Summer
Trust/
Enrollment
ETF
O/H
Endowment
Fees
School
Receipt
Growth
Enrollment Growth (P)
University Reserves (O)
Lapsed Benefits (O)
Excess Utilities (O)
Excess Tuition (O)
Carry Forward (O)
Item Requested
OBJ 2: Applied Learning (AL)
PT1: 100% of Undergrads will have an Exploration Beyond the Classroom (EBC) by 2018
University Studies Director
PT2: By 2017, 25% of UNCW students will participate in a High-Impact for-credit AL
PT2a: Credit-Bearing Study Abroad - increase # of students by 1% each year
Program Leader Stipends (50 stipends)
Student Study Abroad Support
Global Liaisons (8 discipline specific) Graduate Assistants
PT2b: Credit-Bearing Study Abroad - increase # of students by 1% each year
Internship Graduate Assistant (2)
PT3: By 2017, 25% of UNCW students will have multiple AL experiences
Applied Learning Coordinator
PT4: Non-Credit Bearing AL, work towards 10% annual increase in student participation
Early College Summer Leadership & Civic Engagement Camp
ePortfolio/Co-Curricular Record Software
PT5: Honors College (GA Performance Funding Measure)
Undergraduate AL Research Mentors (10 students)
Departmental Advising (3 faculty member dept liaisons)
HON 120- transfer students (faculty overload pay)
HON 399- preparing for dept honors (faculty overload pay)
491/499 Research Supplies
PT6: Center for the Support of Undergraduate Research Scholars (CSURF)
CSURF Awards (50 awards)
CSURF Faculty Associate
CSURF Student Travel Awards
PT7: Center for Teaching Excellence (CTE)
Graduate Teaching Assistant
CTE Faculty Associate
PT8: Experiencing Transformative Education through Applied Learning (ETEAL)
ALTC Faculty Fellows (4 faculty members overload pay)
Annual Allocation
$
988,282 $
20,400 $
1,008,682
√
√
$100,000
$200,000
$88,000
√
√
√
√
$0
$22,000
√
√
51,666
$3,000
$54,666
√
√
√
√
$
$
4,500
25,000
$0
$0
$4,500
$25,000
√
√
√
√
$
$
$
$
$
5,000
1,803
1,640
1,640
20,000
$0
$0
$1,200
$1,200
$0
$5,000
$1,803
$2,840
$2,840
$20,000
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
√
$
$
$
250,000
40,343
50,000
$0
$0
$0
$250,000
$40,343
$50,000
√
√
√
√
√
√
√
√
√
√
√
√
$
$
11,000
40,343
$11,000
$40,343
√
√
√
√
√
√
√
√
√
$0
$
19,237
$0
$19,237
√
√
√
√
√
$
56,110
$15,000
$71,110
$
$
$
100,000
200,000
88,000
$0
$0
$0
$
22,000
$
√
√
√
√
√
√
√
√
29
FTE
Performance
Objective
Target
Item
OBJ 1: Performance Funding - FIT
PT1: GA Performance Funding Measure - Financial Integrity (UNC FIT Composite Index)
UNC FIT Project Management Officer
Perm (P), OneOperating (O) or
Time (O) or
Capital ( C)
Endowment ( E)
2014-15
2015-16
2016-17
2017-18
2018-19
2019-20
EPA
P
O
O
O
P
O
P
O
O
O
O
O
$
$
$
$
90,516
2,500
77,483
2,500
1.00
P
O
O
O
$
$
63,008
2,500
1.00
P
O
$
58,011
$
$
89,586
5,500
SPA Faculty
1.00
OBJ 1: Performance Funding - Annual Giving
PT1: GA Performance Funding Measure (all items requested tie to this measure)
PT2: Increase Major Gifts Commitments
Major Gifts Development Director
Junior Level Corporate and Foundation Relations Officer
1.00
PT3: Increase Amount in Planned Gift Commitments
PT4: Increase Amount of Gifts Generated by Annual Giving Program
Development Officer for Annual Giving
PT5: Increase the number of Alumni donors
Alumni Relations Program Assistant
1.00
30
Evaluation & Approval
31
Cabinet review,
approval,
prioritization
Budget Office
analyzes funding
sources
Cabinet makes
final decisions
- FY 14-15
funding
- FY 15-17
budget cycle
32
 Funding decisions made throughout the UBP feed into
one, or more, of these budget cycles
Budget Processes
Biennial Budget
Continuation
Expansion
Capital
Supplemental Budget
Campus Initiated tuition increase (CITI)
Students Fees
Summer School Tuition & Fees
Annual Allocation Process
Budget "call" to the Campus
Yes
No
Limited
x
x
x
x
x
x
x
x
33
Year 1 of Budget
Development Cycle
Year 2 of Budget
Development Cycle
FY 2013-14
FY 2014-15
MAY
JUNE
APRIL
MARC
H
JAN
DEC
NOV
OCT
SEPT
AUG
JULY
MAY
JUNE
JAN
FEB
Calendar year
2015
Calendar year 2014
FEB
DEC
NOV
OCT
AUG
SEPT
JULY
Calendar year
2013
APRIL
FY 15 - 17 Biennial
Budget
MARC
H
University Planning, Programming & Budget Calendar
 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 Analytics team provides analysis to support
discussions
 Budget Office / UBC identify alternative sources of revenue to
meet decisions
 Cabinet / Chancellor review / prioritize budget requirements
 Enrollment Management Committee develops enrollment
projections
 Cabinet / Chancellor approve enrollment projections
Annual Allocations (Permanent + One-Time Funding)
Biennal 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 >
34
?
35