Public Affairs Web Counts

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• Academic Affairs
• Budget Future
• December, 2007
• (Prior to Governors Budget Statement on Jan. 10,
  2008)

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CALIFORNIA BUDGET PICTURE

• Whats the State Facing?
• Rapidly Shrinking Revenue
• Projected 10 Billion Shortfall
• Increased Structural Deficit
• Aging Infrastructure
• Demographic Composition and Distribution
  Uncertainties
• Emphasis on Corrections and Health Budgets
• Tradition/Culture of Low Cost or Even Free State
  Services

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• CSU and Sac State Funding Sources
• State Funding (Enrollment-based)
• Student Fees (Enrollment-based)
• External Funding (Development and Grants)
• Enrollment-based means that the state
  funds the CSU and the CSU funds a given campus
  based primarily upon the size of its enrollment.
  Similarly, size of enrollment and number of
  credit hours determine that portion of campus
  funding derived from student fees.

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• Sacramento State Contemporary Context
• Shrinking state funding of higher education
• Public, government, and accreditation pressure
  toward accountability
• Enrollment pressure (including retention) fairly
  flat trend
• Need for effective transparency, consultation,
  communication
• WASC (Retention and Graduation Rates Learning
  Outcomes Assessment)
• Few stated priorities (including in Academic
  Affairs and Colleges)
• Strategic planning and University priorities

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• Academic Affairs Current Budget Situation
• OK with enrollment -- 07-08, assuming no major
  spring problems
• One year to plan via UBAC (reduced 7.5m struc.
  def. to 4.5m)
• 2.11 from Academic Affairs (from 104m) from
  reserve
• AA basically duplicates last year (little
  immediate impact)
• Now 102m baseline 8.7m AA carryover 2m
  Lottery
• Total 112.7 Million

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• Baseline Funds (102 Million)
• (ongoing, dependable, renewed yearly, subject to
  state cuts)
• Types
• Committed (e.g., salaries) colleges, library,
  AA units
• Multiple-year One-Time (e.g., CTL)
• Reserve (true one-time and produce
  carry-over)

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• Carry-Over (8.7 Million)
• Unspent baseline funds from previous year (i.e,
  produced by not spending a of baseline)
• At risk may or may not be swept
• Not renewable

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• Lottery (state lottery funds) 2 Million
• Less dependable
• Treated as one-time
• Majority renewed as if baseline
• Risky as carry-over

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• 07/08 Budget
• 102m Baseline
• 91m Colleges and Library (includes 780k
  sabbaticals)
• 7.7m AA Units Senate
• 1.2m AA one-time multi-year designated
  (e.g., CTL)
• 2m Emergency Reserve (next years
  carry-over to produce 2m)
• 8.7m Carry-Over
• 3.5m Colleges and Library
• .5m AA Units Senate
• .7m One-time designated
• .6m Instructional Equipment
• .3m Faculty and Staff IT refresh
• 3.1m Emergency Reserve (next years
  carry-over)
• 2m Lottery
• .3m Colleges and Library
• .4m Instructional IT
• .2m One-time designated
• .6m AA Units (455k to SASEEP)
• .5m Emergency Reserve (next years
  carry-over)

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• Possible 08-09 Scenario
• (assuming no increases in structural deficit or
  enrollment)
• Baseline 99 Million (after UBAC Rec.)
• Carry-Over 5.1 Million (colleges amt
  unknown)
• Lottery 2.5 Million
• Total 106.6 Million (6m less
  than 07-08)

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• Academic Affairs Challenges (Multi-year)
• Possible increased structural deficit via
  increased mandatory costs
• Possible additional state cuts (to address 10
  billion revenue shortfall)
• Other University divisions fairly stripped
• Strategic Plan priorities will require shifts in
  funds
• Earlier AA plan (good bet but risky) has left us
  with infrastructural and development gaps
• Major enrollment gains unlikely in short term

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• Academic Affairs Mandatory Spending (Multi-year)
• Enrollment stability/growth (recruiting,
  marketing)
• Retention and graduation success (advising,
  freshman seminars, learning communities, course
  bottlenecks, EOP)
• Learning Outcomes Assessment
• Increased Instructional IT (classroom equipment
  online delivery)
• Increased Sabbatical Costs (additional 240k in
  08-09 via new contract)

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• Budget Priorities and Trade-off Variables
• SFR/Section Size/ of sections (possible
  curriculum and delivery modality changes)
• Instructional Equipment Gap -1 million
• FT/PT ratio (immediate 75/25 conversion -2.1
  million)
• Fac. Devel. (RCA, trav., CTL, pedagogy, etc.)
  /- (now 1.1m 750k sabbaticals)
• Jr. Fac Sal. Inversion (- 400k to -1.2m pend.
  contract)
• Faculty/Staff IT Refresh Gap - 800k
• Grad Thesis Supervision WTUs ? ( trans from
  colleges)
• Discretionary Assigned Time (07-08 1165 WTUs
  _at_1733ea 2.1m)
• College and dept. only externally
  funded and FTES-related assigned time not
  included.

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• Longer Term Issues
• Cuts vs. Planned Rebalancing (with Reserve)
• Quality, Quantity, Access, Excellence
• Undergrad vs. Graduate Program Priorities
• Social Need/Workforce/Professional Sector
  Demand/Cost vs. Liberal Arts Demand/Cost
• CSU Initiatives Access to Excellence
  Technology etc.