2. 2009-10 Budget Forum Charles W. Sorensen Chancellor University of Wisconsin -Stout

3. Definitions Three Cuts Guidelines for Handling Reductions Draft Model for Distributing Reductions Questions / Comments

4. Some cuts are “Base” and others are “Lapses”: Base Cut – Permanent reduction. Anticipate that funding will be cut once and lost dollars are never restored. Lapse – Temporary reduction. Anticipate that funding will be cut for a specified period of time, and then lost dollars will be restored.

5. 102 – General Program Operations State funded - primary source of funds is tax revenue and tuition. 128 – Auxiliary Self-supporting revenue and expenditure activities. Required to meet operating expenses through self-generated revenue Examples: Housing, Dining, Study Abroad, Special Course Fees

6. 131 – Academic Student Fees Proceeds are deposited from collection of academic student fees. Examples include: ―Access to Learning ―Customized Instruction 136 – Other Operating Receipts Revenue and expenditure activities not directly related to the costs of providing goods and services. Examples include: camps, conferences, e-Scholar program

8. Operations Budget Reduction - Reduces state tax support by $100 million over next two years ―Mixed cut – both lapse and base 1% across-the-board cut for non-federal funds for all state agencies ―$49 million for UW System ― This is a base cut Auxiliary Transfer to Financial Aid - $25 million

9. Operations Budget Reduction ―$2,450,500 1% across-the-board cut for non-federal funds for all state agencies ―$754,409 Auxiliary Transfer to Financial Aid – $25 million ―$1, 142,250

10. Managed enrollment growth Wisely continued with filling critical positions Substantial growth in Customized Instruction students Continued academic program planning Authorized differential tuition, Access to Learning, to supplement instruction E-Scholar laptop program

12. Continuing commitment to the strategic plan and university priorities. Budget reductions shared broadly across the university. Flexibility for Division & unit administrators

13. UW-Stout values its employees and will abide by contracts, policies and procedures. All recommendations that maintain student-centered education and focus on Stout’s mission considered. Budget reductions need to be proportional

14. Identify budget priorities using participatory processes, guided by the mission statement and strategic planning. Fund activities that are central to the mission, add value, or are required. Protect the integrity of the undergraduate and graduate mission. Protect the integrity of services supporting the central university mission

15. Maintain flexibility at all levels of the organization. Reallocate resources and redesign functions to provide funding for high priority strategic initiatives.

16. Ensure near-term allocations decisions complement longer term planning. Manage operations within allocated resources. Make informed budget decisions through the use of data, analyses and projections.

18. Three sources of funds: Regular Tuition Revenue ―$800,000 Customized Instruction Revenue ― $1.2 M Distribution to Divisions/Colleges/ Facilities Maintenance ―$450,000

19. Other options: Change the mix between categories: ―Regular Tuition Revenue $0-$800,000 ―Customized Instruction Revenue $0-$2,450,500 ―Distribution to Divisions/Colleges/ Facilities Maintenance $0-$2,450,500

20. Distribution to Divisions/Colleges/ Facilities Maint - $318,118 Student Aid - $1,998 Laboratories - $1,959 Educational Technology - $1,581 Grants for Study Abroad - $660 Minority and Disadvantaged Program - $4,584 Advanced Opportunity Program - $1,737 Auxiliary - $278,464 Stores - $337 Other Operating Receipts $122,003

21. Proportionate reduction across 128 accounts, excluding segregated fee operations: Chancellor’s office ―$117,717 Academic and Student Affairs ― $398 Administrative and Student Life Services ―$1,024,135