1. FY19 Budget Summit Academic & Student Life Katherine Frank
Due to its position within the university, ASL directly supports the institutional mission: To prepare students for enlightened, responsible, and productive lives; to produce research, scholarship, and creative expression in the public interest; and to serve as a resource to the region and the state through effective stewardship of university resources.

2. Division Structure

3. The increase to Goods and Services is a result of the implementation of Provost Strategic Fund initiative

5. This slide depicts the entire ASL unit by Program Code – Includes Colleges

6. The 1. 242 million spend from reserves represents
The million spend from reserves represents *Carry Forward distributions to ASL Support Units - $231K, (FY18 unspent budget)
Instructional Technology and Instructional Technology - $305K.
Finally SI Investments to ASL Units.
It should also be noted that OISP is spending almost 500K into reserves to support initiative benefiting the entire University. There is no cost recovery mechanism for these expenses that are directly benefiting the academic units.
The Library is also spending into reserves at a rate that is unsustainable to maintain levels of service and material essential for student learning. Rising contract rates are a primary driver.
Grad Studies, although spending into reserves, had adequate carry forward to cover while we await the Grad Studies assessment outcome.

7. Universal Reporting Metrics
Major initiatives and programing that support recruiting and retention total approximate $9.3M. Work extends well beyond major funding initiatives. Examples are listed on the next slide.
It should be noted that there has been an increase to staffing, both instructional and support in the colleges. Instructional FTE up 25, Exempt FTE up 10 and Support FTE up 7
Within the support units, Extended Learning and Outreach has been rebuilding to position itself for growth. This has included filling regional directors, staff to manage a new program funded by the Lt. Governor’s office, etc It should be noted that some of these positions are funded by self-support or initiative funded by the State.

8. Recruiting and Retention Investments
General Education Redesign and Implementation ($373,000 since FY17)
Reaffirmation of Accreditation, ELO positions, marketing and costs
Workload Buyouts (ADCO, Senate, workgroups, etc.)
Transfer and Transition Center
Professional Development Center
Professional Development Support
A portion of International Studies and Programs, which includes recruiting, advising, Study Abroad, etc.
On-line programming and DE Support
Strategic Investments (FY19 Retention focused): $637,500
A portion of Student Success, includes Advising, Disability Services, Learning Commons, etc.
Public Relations and OISP recruiting positions
Key Contracts (e.g. Curriculog, EAB, SESAC)
Ceremonies/Celebrations
Diversity/Inclusion Programming and Support
A portion of the Library, which provides critical services and instructional material
OUR and SOURCE

9. Division Specific Reporting

10. Division Specific Reporting
Retention rates have been added to ASL metrics for FY19 – this is a high priority of the division

11. Allocation Request Summary if Applicable
Unit: Library Learning Amount Requested: $71,000 One Time or Continuous? Continuous Reason: To sustain current journal and database subscriptions Summary Detail: The funds will be used to cover the contractual increases to journal and database costs. Journal and database costs continue to increase at a contractually mandated rate of approximately 5%. Keeping up with these costs is not sustainable within the confines of the current library budget. Note that this increase will sustain, but not increase library resources.

12. Allocation Request Summary if Applicable
Unit: Library Learning Amount Requested: $85,000 One Time or Continuous? Continuous Reason: To provide funding for a full-time Associate Dean Summary Detail: Currently, there is a half-time associate dean. This model has not allowed for strategic work to take place that includes assessment of library services for the student population and effectiveness of the collection in meeting the teaching and learning goals of the university. As with other major academic units, an associate dean allows for the dean to pursue strategic planning, partnership-building, outreach, etc. that is critical for the growth of a 21st-century library and establishment of diverse revenue streams (e.g. fundraising, grants, etc.).

13. Allocation Request Summary if Applicable
Unit: OISP – Office of International Studies Amount Requested: $102,544 One Time or Continuous? Continuous Reason: To sustain increased recruiting efforts and support the unfunded International Student & Scholars Services (ISSS) Director Summary Detail: Investments by the unit have yielded gains in enrollment that while benefitting the institution-at-large, have not led to financial gains within the unit itself (student SCH benefit the colleges). Hence, current recruitment investments by the unit are unsustainable, including the ISSS Director position that is dedicated to recruiting and outreach.

14. Thank you!