+ Academic Affairs Update February

+ Objectives Give a balanced view of current situation Update on the roller coaster ride Describe our budget for major budget cuts Describe internal analyses to identify other opportunities Answer questions/address rumors

+ Roller Coaster Continues Final decisions on budget will likely be made in late April Legislative options are all over the map More talk about governor’s cut level being middle or best case scenario Why not wait until April? Bottom up decision making All hands on deck Open budget review process will begin in March

+ Roller Coaster Continues Olympia need grant work study base funding DC Stimulus protections ending Pell grants may be reduced

+ Roller Coaster Continues Tuition rates being discussed in Olympia 7% + 7% 11% + 11% 15-20% 21% + 21% (Governor’s cut level) Unlikely increases in financial aid

+ Budget Process in Academic Division Colleges: 3% Proposals from colleges 5% Proposals developed by Planning Unit Leaders Equivalent to: Program elimination, merger, and restructure Confidential Vetted in May 1% Reallocation within colleges Academic Units: Two Targets: 5% & 7%

+ What We’ve Already Done Some areas took deeper cuts, and some took none * Credit for $50K in lease cancellation from central administration brings 1.8% reduction up to 2.9%.

+ What We’ve Already Done Example of a college taking 2.9% reduction 3 departments at 1% or less 2 departments at 1.1% to 2.5% 3 departments between 11% and 16% Administration at over 50%

+ What We’ve Already Done Paused hiring into tenure track faculty lines Cut 27 FTE Staff Positions Cut 34 FTE Faculty Positions Eliminated 16 academic programs Postponed development of new programs Operating costs reduced by 4.3% of our operating budget $506K in Lease Costs Enrolled 50 additional non-resident freshmen

+ We will have fewer financial resources Can we figure out how to do less? Can we preserve our brand?.... Or, do least damage to our brand?

+ Trying to protect seats in classes Access New students Commitment to current students New performance metrics all highlight time to degree Tuition revenue

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+ Questions Before Us Reduce reporting requirements Consolidate and improve internal reports Eliminated programs Reduced elective options Reduce size of programs New pedagogies Defining ‘core’ Prioritize engagement options Comprehensive Campaign Morale/avoid burnout Do less?Preserve Our Brand?

+ Burnout (Mayo Clinic) Are you cynical or critical at work? Do you drag yourself to work and have trouble getting started once you arrive? Have you become irritable or impatient with colleagues, students, etc? Do you lack the energy to be consistently productive? Do you lack satisfaction from your achievements? Do you feel disillusioned about your job? Are you using food, drugs or alcohol to feel better or to simply not feel? Have your sleep habits or appetite changed? Are you troubled by unexplained headaches, backaches or other physical complaints?

+ What Causes Burnout? (Mayo Clinic) Lack of control. inability to influence decisions lack of necessary resources to do your work. Unclear job expectations. unclear about the degree of authority you have or what your supervisor or others expect Dysfunctional workplace dynamics. undermined or micromanaged Mismatch in values. values differ from those of your employer Poor job fit. Interests and skills Extremes of activity. monotony, chaos

+ A Reality Check Revenue Budget = $260 M State Operating Budget = $133 M Governor’s Cut Level = $37 M Percentage State=28% Amount State Remaining = $ 96M Total Revenue Remaining = $ 223M

+ A Reality Check Highest-ranking public, master’s- granting university in the Pacific Northwest (2011 US News & World Report) 56 th on Kiplinger’s 100 universities that, “deliver a stellar education at an affordable price.”

+ Questions?