University Strategic Resource Planning Council Budget

USRP Council Charge  The UTSA Strategic Resource Planning Council serves as an advisory group to provide counsel and advice to the President regarding the resource issues facing the University.

USRP Council Charge The counsel will:  Integrate campus strategic goal setting to provide recommendations regarding funding issues and budget policies consistent with University strategic planning initiatives to the President and executive leadership, including:  Recommend budget allocations to support the strategic implementation plan.  Progress reports on the implementation of strategic tactics and funding allocation outcomes. The counsel will:  Integrate campus strategic goal setting to provide recommendations regarding funding issues and budget policies consistent with University strategic planning initiatives to the President and executive leadership, including:  Recommend budget allocations to support the strategic implementation plan.  Progress reports on the implementation of strategic tactics and funding allocation outcomes.

USRP Council Charge The counsel will:  Facilitate a transparent, informative, and participatory process to incorporate stakeholder views in the resource decision making process.  Serve as the committee on cost containment, review and report on cost savings initiatives.  Prioritize requests for additional, new base and one - time funding allocations.  Develop recommendations for other resource issues facing the campus. The counsel will:  Facilitate a transparent, informative, and participatory process to incorporate stakeholder views in the resource decision making process.  Serve as the committee on cost containment, review and report on cost savings initiatives.  Prioritize requests for additional, new base and one - time funding allocations.  Develop recommendations for other resource issues facing the campus.

USRP Council Membership Co-Chairs: Provost and VP for Academic Affairs; VP for Business Affairs President’s Office designee VP for Student Affairs or designee VP for Research or designee VP for Community Services or designee VP for University Advancement or designee Deans (2) Faculty Senate members (1) Department Chair Representative Student Government Association President Staff Council President or designee

USRP Council Membership Staff Support: Associate Vice President, Financial Affairs Senior Director, Budget Planning & Development Assistant Provost, Academic Budget Planning Associate Vice Provost, Accountability and Institutional Effectiveness Associate Vice President, Student Affairs Director, External Relations, President’s Office

FY Budget Planning Principles 1.The University’s vision, mission and values guide budgetary decisions. Resource allocation decisions will be: --Based on data, analysis and evaluation, aligned with enrollment growth or change in student distribution. --Tied to our strategic initiatives and measured for outcomes. --Made to avoid compromise of long-term strategies.

FY Budget Planning Principles Resource allocation decisions will be: ----Balanced, recognizing that academic, research and administrative support, all have a critical role in promoting student success, faculty productivity and overall institutional quality. --Deliberated in a manner that is participatory, accessible and transparent. --Communicated in a clear, concise, and timely manner to the University community.

FY Budget Planning Principles 2. When budgets are reduced, strategic decisions are favored over across-the-board cutting, in a manner that preserves the quality of the instructional program. --Decisions will be evaluated for the impact on revenue: tuition and fees as well as formula funding. --The University shall develop a meaningful and effective reallocation process to ensure funding is available for investment in the University.

FY Budget Planning Principles 3. Budget for new programs, activities and initiatives shall be fully and realistically projected. Opportunities for consolidation, shared services and efficiency gains should be vigorously pursued to minimize any request for additional funding.

FY Budget Planning Principles 4.Revenues will be realistically projected and a balanced annual operating budget will be presented with appropriate reserves for contingencies and adequate funding for institutional, university-wide expenses.

Legislative Issues  Formula funding changes  Phase in ‘completed’ versus ‘attempted’ SCH  Remove ‘Teaching experience’ supplement  Dramatic Growth funding  Increase base funding  Retain tuition flexibility  Modify Top 10% Law  Funding for new construction – Tuition Revenue Bonds  Formula funding changes  Phase in ‘completed’ versus ‘attempted’ SCH  Remove ‘Teaching experience’ supplement  Dramatic Growth funding  Increase base funding  Retain tuition flexibility  Modify Top 10% Law  Funding for new construction – Tuition Revenue Bonds

Legislative Issues  Expand financial aid  Create incentives/remove barriers for seamless transfer of community colleges students  Create new National Research Universities through a competitive process  Special Item funding  Shift of funding from Excellence and Institutional Enhancement strategies into the formula  Increase Group Health Insurance benefit funding  Expand financial aid  Create incentives/remove barriers for seamless transfer of community colleges students  Create new National Research Universities through a competitive process  Special Item funding  Shift of funding from Excellence and Institutional Enhancement strategies into the formula  Increase Group Health Insurance benefit funding

2.5% Budget Reduction  2% or $1,643,826 – from TRB Debt Savings  0.5% or $410,956 – from Salary savings/benefits due to delayed hiring of E&G funded positions.  Viewed as a one-time funding exercise to improve the amount of revenue available for the next biennium; no funding has been removed from UTSA.  If a permanent reduction is made, the USRP Council will need to recommend a different approach, although we can likely use one time money until a sustainable strategy is determined.  2% or $1,643,826 – from TRB Debt Savings  0.5% or $410,956 – from Salary savings/benefits due to delayed hiring of E&G funded positions.  Viewed as a one-time funding exercise to improve the amount of revenue available for the next biennium; no funding has been removed from UTSA.  If a permanent reduction is made, the USRP Council will need to recommend a different approach, although we can likely use one time money until a sustainable strategy is determined.