Strategic Planning Session
June 3, 2009
Dr. Judy Bense
Outline
•Florida Outlook
•UWF Budget Situation
•Legislative Session
•Strategic Accomplishments
•Open Forum
Florida Outlook
General Revenue
HURRICANE
RECOVERY
BUBBLE
Dec.
2007
Federal
Stimulus
?
2005
2000
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2010
• State general revenue declined by 25%
• Gap of $6 billion from last year
• State University System lost recurring
funds:
– 07/08 $113m
– 08/09 $171m
– 09/10 $207m
Total Recurring Reduction $491m
We’re Not Alone - 2010
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Arizona – 5% to 20%
California – 10%
Connecticut – 9%
Georgia – 11.5%
Idaho – 10% to 12%
Illinois – 15% to 25%
Iowa – 14.5%
Louisiana – 6.6% to 11.4%
Minnesota – 5%
Missouri – 15% to 25%
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Nevada – 14.12% to 30%
New York – 10%
North Carolina – 7%
North Dakota – 14%
Ohio – 5% to 10%
Pennsylvania – 6%
South Carolina – 8%
Tennessee – 13%
Virginia – 15%
Washington – 19%
2008-09 vs 2009-10
2008-09, Adjusted
Tuition
– 29%
GR - 65%
Lottery
– 6%
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UWF’s Financial Position
Budget Planning this year
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Board of Trustees Retreat
Guiding Philosophies & Principles
Strategic Plan
Budget Input Session
Budget Website
Budget Assessment Report
Follow the Legislative Session &
Prepare for FY2010 Budget
Reductions
Budget Assessment Request
Goals:
1. Apprise the President of the financial condition of the
institution as part of the presidential transition,
2. Provide information to address potential
misperceptions, confusion, and economic concerns
within the campus community,
3. Provide for a transparent review of the budget cuts
taken in FY08 and the overall health of the
institution,
4. Establish common definitions and understandings
related to budget reduction issues.
Results - General
•Sound financial health
•All areas outlined were reviewed and addressed
•All University cash is properly accounted/no duplicate
counting of cash
•The State Attorney General’s Office audits the University
annually
•We have a decentralized structure
Cash
•Cash levels consistent with SUS peers
•Total carry forward dollars $23,348,508 as
of October 1, 2008
•Total projected CF for FY2009 - $14.6 million
(15.89% of the FY09 budget)
•Central accounts - $3.6 million,
•Hurricane funds – $4.6 million
•Campus accounts - $6.4 million
•Factors that lead to higher cumulative carry
forward reserves
07/08 & 08/09 Budget Reductions
•FY08 State mandated cuts $5 million
•Reductions equal % across divisions
•70 vacant positions, 22 unused positions, 16 others
impacted
•Additional strategic reserve ($1.59M) and divisional
holdbacks ($1.96M)
•Added $1M in SFTF for sustained enrollment growth
•FY2009 Mid Year (4%) reduction of $2,636,438 is
covered
•$1,764,393 (1.89% of the of the adjusted FY09
budget) unallocated recurring budget remaining
UWF Total Budget Reductions
07-08
08-09
09-10
$8,863,811 (8.73%)
$2,636,483 (2.86%)
$6,372,100 (7.3%)
$15,555,454
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Budget Mix
Guiding Philosophies
& Principles
1. The UWF Strategic Plan will guide the
process.
2. Reductions will be made strategically; not
across the board.
3. Instruction, direct support for instruction,
student services and critical areas will
receive a discounted rate of reduction.
4. The vice presidents prepared 7% and 12%
reduction models.
09/10 Recurring Budget
•General revenue declined 25%
•UWF reduction
•13% reduction to GR
•2% reduction in lottery
•8% tuition increase
•Flexibility for additional 7%
•Result is a 9% recurring reduction
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09/10 Non-recurring flexibility
• -$4.5 million federal stimulus
• -Overarching principles from Feds
–-Spend funds quickly to save and
create jobs
–-Invest thoughtfully to minimize the
“funding cliff”
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09/10 Non-recurring flexibility
• $4.5 million federal stimulus
–Protect jobs
–Separation payouts
–Strategic investments that will bring
new revenue
Discounting Model
NACUBO Classification
Reduction
Direct Instruction
Academic Support
Student Support
Public Service
Research
PO&M
Institutional Support
5.75%
6.5%
6.75%
8%
8%
10%
10.07%
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What this means to UWF
•In 2007-8 & 2008-9; 70 vacant
positions, 22 unused positions, 16
others impacted
•In 2009-10 expect 26 filled lines and
39.5 vacant lines.
Legislative Session
• Significant legislation
– Tuition bill (15% per year until reaching national
average)
– Graduate tuition (can increase 15% per year)
– State Colleges (28 CC can offer four year degrees
with DOE approval)
– No pay cuts for university employees
– Presidential appointment (BOT authority)
• Significant Legislation
– Prepaid (negotiated payment of tuition increases
dependent upon prepaid reserve)
– Bright Futures (refund $ for dropped courses)
– Minor Projects (increase cap to $2m)
– Distance Learning (statewide consortium created)
– DROP (requires 6 month gap in service)
Strategic Priorities and
Measurable Achievements
Strategic Priorities & Measurable Achievements
• Requested by the BOT in August 2008
• Discussed at BOT/Senior Administration
Retreat in August 2008
• Draft presented at September 2008 BOT
meeting
• Broad input sessions
• Finalized March 2009
• Five Priorities
–High Quality Academic Programs
–Purposeful enrollment growth
–Academic & Student Support Services
–Partnership & Collaboration
–Investment in People
High Quality Academic Programs
Provost Chula King
Purposeful Enrollment Growth
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Raising visibility
Improving enrollment
Enrolling top quality students
Enhance scholarship support
Provide graduates for regional workforce
needs
• Enhance First Generation Scholarships
UMC 18-Month Timeline
Creative…billboard concept
 Featuring President Bense with company CEOs, headline unique to industry
Academic & Student
Support Services
Dr. Hal White, Facilities Update
Dr. Debbie Ford, Student Support
Services Update
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Partnership & Collaboration
FGNW, WIRED grants
Federal appropriations requests
President’s coalition
Military Friendly School
John H. Fetterman Maritime Museum
Storm Ready Designation
Creating Great Futures campaign
Investment in People
–Important priority made difficult by
economic times
–Chronicle of Higher Education “Great
Place to Work”
Open Forum