1. ACADEMIC AFFAIRS Fiscal Year 2013 Budget Presentation Presented by: Office of the Provost and Vice Chancellor for Academic Affairs June 13, 2012

2. ACADEMIC AFFAIRS ORGANIZATIONAL CHART

3. College of Science and Mathematics Andrew Grosovsky McCormack Graduate School Connie Chan* Research centers & institutes directors Vice Provosts and Vice Chancellor Provost and Vice Chancellor for Academic Affairs Winston Langley Deans Academic Administrators College of Liberal Arts Emily McDermott* College of Management Phillip Quaglieri College of Nursing and Health Sciences Marion Winfrey* University College Philip DiSalvio College of Education and Human Development Felicia Wilczenski* Graduate Studies Zong-Guo Xia Healey Library University Librarian Daniel Ortiz Institutional Research And Policy Studies Director Jennifer Brown Vice Provost for Research Zong-Guo Xia Vice Provost for Academic Support Services Joan Becker Vice Provost for Information Technology Anne Scrivener Agee Associate Provost Rajini Srikanth Office of the Provost and Vice Chancellor for Academic Affairs Associate Provost Kristine Alster Associate Provost Peter Langer Associate Vice Chancellor Anita Miller Executive Assistant Sandra Weston Administrative Assistant II Joana Gomez Communications Coordinator Aimee Ladner Academic Personnel Process Coordinator Janette White Associate Provost Eunsook Hyun *Interim College of Public & Community Service Anna Madison* Acquisitions Editor University Press Brian Halley Updated June 2012 Financial Affairs Alison MacDonald School for Global Inclusion and Social Development TBD

4. OVERVIEW OF ACADEMIC AFFAIRS 9 COLLEGES  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

5. OVERVIEW OF ACADEMIC AFFAIRS 10 CENTERS /INSTITUTES  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

6. OVERVIEW OF ACADEMIC AFFAIRS OTHER ACADEMIC AFFAIRS UNITS  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

7. 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

8. FY13 BUDGET OVERVIEW

9. FY13 BASE BUDGET ACADEMIC AFFAIRS = $140.8 MILLION

10. DETAILS OF FY13 BASE BUDGET (excluding University College)

11. FY13 PROPOSED DIFFERENTIAL FEES COLLEGE OF MANAGEMENT FY12FY13 COLLEGE OF MANAGEMENTFeeProposed Fee Undergraduate per Semester (fall & spring)$200$300 Graduate per Semester (fall & spring)$400$600 Undergraduate Summer$100$150 Graduate Summer$200$300 TOTAL REVENUES$991,200$1,634,550

12. FY13 PROPOSED DIFFERENTIAL FEES COLLEGE OF NURSING AND HEALTH SCIENCES FY12FY13 NURSINGFeeProposed Fee Undergraduate per Semester (fall & spring)$200$300 Graduate per Semester (fall & spring)$400$500 Undergraduate Summer$100$150 Graduate Summer$200$250 TOTAL REVENUES$742,400$747,000 FY12FY13 EXERCISE AND HEALTH SCIENCEFeeProposed Fee Undergraduate per Semester (fall & spring)$0$200 Graduate per Semester (fall & spring)$0 Undergraduate Summer$0$100 Graduate Summer$0 TOTAL REVENUES$0$200,000

13. FY13 BUDGET REDUCTION PROPOSAL

14. Total target reduction amount in FAST = $5.8M Academic Affairs proposed reductions = $3.1M Include: –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

15. 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

16. FY13 NEW STRATEGIC REQUESTS

17. 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

18. 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

19. 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

20. 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

21. 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

22. FY12 REVIEW

23. 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

24. 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

25. 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