Transcript Division of Enrollment Management

ACADEMIC AFFAIRS
Fiscal Year 2013
Budget Presentation
Presented by:
Office of the Provost and Vice Chancellor for Academic Affairs
June 13, 2012
ACADEMIC AFFAIRS
ORGANIZATIONAL CHART
Provost and Vice Chancellor for
Academic Affairs
Winston Langley
Deans
College of Liberal
Arts
Emily McDermott*
Academic
Administrators
Vice Provosts and
Vice Chancellor
College of
Management
Phillip Quaglieri
Healey Library
University Librarian
Daniel Ortiz
Vice Provost for
Research
Zong-Guo Xia
College of Nursing
and Health Sciences
Marion Winfrey*
College of Science
and Mathematics
Andrew Grosovsky
Institutional Research
And Policy Studies
Director
Jennifer Brown
Research centers
& institutes
directors
Vice Provost for
Academic Support
Services
Joan Becker
Vice Provost for
Information
Technology
Anne Scrivener Agee
Office of the Provost
and Vice Chancellor
for Academic Affairs
Associate
Provost
Rajini Srikanth
Associate Provost
Eunsook Hyun
Acquisitions Editor
University Press
Brian Halley
Associate Provost
Kristine Alster
Communications
Coordinator
Aimee Ladner
Associate Provost
Peter Langer
Executive
Assistant
Sandra Weston
Academic Personnel
Process Coordinator
Janette White
Financial Affairs
Alison MacDonald
Administrative
Assistant II
Joana Gomez
University College
Philip DiSalvio
College of Education
and Human
Development
Felicia Wilczenski*
McCormack
Graduate School
Connie Chan*
Graduate Studies
Zong-Guo Xia
College of Public &
Community Service
Anna Madison*
School for Global Inclusion
and Social Development
TBD
Updated June 2012
*Interim
Associate Vice
Chancellor
Anita Miller
OVERVIEW OF ACADEMIC AFFAIRS
• 9 COLLEGES
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College of Education and Human Development (CEHD)
College of Liberal Arts (CLA)
College of Management (CM)
College of Nursing and Health Sciences (CNHS)
College of Public and Community Service (CPCS)
College of Science and Mathematics (CSM)
McCormack Graduate School (MGS)
University College (UC)
School for Global Inclusion and Social Development
OVERVIEW OF ACADEMIC AFFAIRS
• 10 CENTERS /INSTITUTES
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Asian American Institute
Center for Survey Research
Center for Social Development
Gaston Institute
Institute for Community Inclusion
Institute for New England Native American Studies
Joiner Center
Massachusetts Office of Public Collaboration
Trotter Institute
Urban Harbors Institute
OVERVIEW OF ACADEMIC AFFAIRS
• OTHER ACADEMIC AFFAIRS UNITS
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Vice Chancellor for Academic Affairs
Vice Provost for Research
Vice Provost for Academic Support Services
Honors Program
Office for Faculty Development
Graduate Studies
Office of Institutional Research
Office of International and Transnational Affairs
• INFORMATION TECHNOLOGY
• UNIVERSITY LIBRARY
RESPONSIBILITIES OF ACADEMIC AFFAIRS
(STRATEGIC PLANNING)
• Ensuring the quality of academic programming at
the University, including a focus on aggressively
growing new programs
• Providing an environment that supports and
advances teaching, learning, and research
• Supporting/enhancing essential IT infrastructure and
academic resources
• Promoting student success and preparing students
for employment and/or advanced studies after
graduation
• Establishing local, national, and international
engagements and partnerships
FY13 BUDGET OVERVIEW
FY13 BASE BUDGET
ACADEMIC AFFAIRS = $140.8 MILLION
OTHER ACADEMIC
AFFAIRS UNITS
$22.5 MILLION
16%
INSTITUTES/CENTERS
$3.6 MILLION
2%
INFORMATION
TECHNOLOGY
$8.2 MILLION
6%
LIBRARY
$4.9 MILLION
4%
COLLEGES
$101.6 MILLION
72%
DETAILS OF FY13 BASE BUDGET
(excluding University College)
TOTAL OTHER
EXPENDITURES
$31.0M
27%
TOTAL SALARIES
& FRINGE
$84.6M
73%
FY13 PROPOSED DIFFERENTIAL FEES
COLLEGE OF MANAGEMENT
COLLEGE OF MANAGEMENT
FY12
FY13
Fee
Proposed Fee
Undergraduate per Semester (fall & spring)
$200
$300
Graduate per Semester (fall & spring)
$400
$600
Undergraduate Summer
$100
$150
Graduate Summer
$200
$300
$991,200
$1,634,550
TOTAL REVENUES
FY13 PROPOSED DIFFERENTIAL FEES
COLLEGE OF NURSING AND HEALTH SCIENCES
NURSING
FY12
FY13
Fee
Proposed Fee
Undergraduate per Semester (fall & spring)
$200
$300
Graduate per Semester (fall & spring)
$400
$500
Undergraduate Summer
$100
$150
Graduate Summer
$200
$250
$742,400
$747,000
TOTAL REVENUES
EXERCISE AND HEALTH SCIENCE
FY12
FY13
Fee
Proposed Fee
Undergraduate per Semester (fall & spring)
$0
$200
Graduate per Semester (fall & spring)
$0
$0
Undergraduate Summer
$0
$100
Graduate Summer
$0
$0
TOTAL REVENUES
$0
$200,000
FY13 BUDGET REDUCTION
PROPOSAL
FY13 BUDGET REDUCTION PROPOSAL
• Total target reduction amount in FAST = $5.8M
• Academic Affairs proposed reductions = $3.1M
• Include:
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Delays in filling vacant positions
Reducing base salaries of new hires filling vacant positions
Moving payroll expenses to grant funds
Reducing travel expenditures
Savings from anticipated sabbaticals
Eliminating contract and student employee positions
Decreasing expenditures for printing/supplies/advertising/other
administrative items
– Reducing book purchases
– Reducing IT maintenance and license expenditures
EFFECTS OF FY13 BUDGET REDUCTION
PROPOSAL
• The proposed reductions will affect the University’s
ability to:
– Offer a full range of undergraduate and graduate academic
programs
– Recruit and retain the highest qualified faculty, staff, and
students
– Expand research activities and the ability to obtain external
funding
– Maintain and improve the IT infrastructure
– Ensure the availability of necessary library resources
– Increase online course offerings
FY13 NEW STRATEGIC
REQUESTS
FY13 NEW STRATEGIC REQUESTS
• The colleges/institutes/centers requested a total of
$9.1M in funding for new strategic items
• The Provost is advancing $2.8M of these requests
• Additional items:
– $384,200 for advisors, learning community program funds,
and peer mentors in the colleges, which are to be included in
the Strategic Planning Implementation Group’s
recommendations
– $2.4M for new equipment
– $2.4M from differential fee revenues in CM and CNHS to be
used for specific programming purposes
– $3.2M for activities through University College
FY13 NEW STRATEGIC REQUESTS
• Strategic Priority 1: Advance student success and
development
Examples include:
– $75K for new professional staff person in Honors
– $93K for Assistant Dean of Recruitment and Retention in
Graduate Studies
– $82K for Internship Coordinator in Academic Support
Services
– $72K for Academic Advisor to work with International
Partnership Program students
– $26K for part-time Advisor for Early Education and Care
program
FY13 NEW STRATEGIC REQUESTS
• Strategic Priority 2: Enrich and Expand Academic
Programs and Research
Examples include:
– $42K for administrative support in College of Management
– $74K for Data Analyst in College of Education and Human
Development
– $33K for IT Research Assistant in High Performance
Computing
– $55K for administrative assistant in College of Liberal Arts
FY13 NEW STRATEGIC REQUESTS
• Strategic Priority 3: Improve the learning, teaching, and
working environment
Examples include:
– $241K for new journals and e-books in the Healey Library
– $328K for new databases plus inflationary costs of existing
databases in the Healey Library
– $133K for IT Project Manager
– $25K to support international exchange activities in College
of Science and Mathematics
FY13 NEW STRATEGIC REQUESTS
• Strategic Priority 5: Develop an infrastructure supportive
of the preceding goals
– $163K to support the Massachusetts Green High Performance
Computing Center
FY12 REVIEW
FY12 STRATEGIC REQUESTS
• To help the University achieve a 2% operating
margin, Academic Affairs units agreed to hold off on
a significant portion of strategic spending until FY13
• AA Received a total of $5.6 million in FY12 strategic
request funding (includes fringe and TFA)
 $2.3 million for authorized, benefitted personnel (32.6
new FTE positions)
 $3.3 million for operations
• Estimated spending of $2.1 million in FY12
strategic request funding, which includes:
 $478,434 for authorized, benefitted personnel (18.5
new FTEs hired; several at end of fiscal year)
 $1.6 million for operations
FY12 BUDGET REDUCTIONS
• $1.6 million in reductions implemented for FY12
 Decreases in contract employees and temporary help
 Delays in hiring for vacant positions
 Decreases in administrative expenses such as copying,
postage, and supplies
 Shifts in portions of salaries to grant funds
 Savings from delays in hiring
 Savings from faculty sabbaticals
 Reductions in equipment maintenance costs
FY12 VS. FY13 BASE BUDGET
FY2012
• Base Budget = $123.0M
• Budget adjustments for payroll moves to CTF = $6.1M
• Reductions = $1.6M
FY2013
• Base Budget = $140.8M
• Proposed Reductions (incl. UC) = $3.3M
• Base less Reductions = $137.5M