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TABLE 1 CALIFORNIA STATE UNIVERSITY, SAN BERNARDINO GENERAL FUND BUDGET HISTORY

UNIVERSITY BUDGET ADVISORY COUNCIL CALIFORNIA STATE UNIVERSITY, SAN BERNARDINO MEETING AGENDA OCTOBER 31, 2008. TABLE 1 CALIFORNIA STATE UNIVERSITY, SAN BERNARDINO GENERAL FUND BUDGET HISTORY. TABLE 2 CALIFORNIA STATE UNIVERSITY, SAN BERNARDINO FY 2008/09 PLANNING BUDGET.

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TABLE 1 CALIFORNIA STATE UNIVERSITY, SAN BERNARDINO GENERAL FUND BUDGET HISTORY

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  1. UNIVERSITY BUDGET ADVISORY COUNCILCALIFORNIA STATE UNIVERSITY, SAN BERNARDINOMEETING AGENDAOCTOBER 31, 2008

  2. TABLE 1CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOGENERAL FUND BUDGET HISTORY

  3. TABLE 2CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOFY 2008/09 PLANNING BUDGET

  4. TABLE 3CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOFY 2008/09 PLANNING BUDGET

  5. 25.1 23.1 20.0 19.7 17.7 11.1 7.3 4.1

  6. TABLE 5CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOFY 2008/09 REVENUEAS OF OCTOBER 27, 2008

  7. TABLE 6CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOFY 2008/09 BUDGET REDUCTIONS

  8. TABLE 7CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOBASELINE BUDGETSFY 2007/08

  9. TABLE 8CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOFY 2008/09 DIVISION BUDGET REDUCTIONS

  10. TABLE 9CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOFY 2008/09POTENTIAL ADDITIONAL BASELINE GENERAL FUND REDUCTIONS*

  11. TABLE 10CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOGENERAL PRINCIPLES FOR CURRENT BUDGET CUTS The “principles” below have been broadly shared, and feedback received from various groups, including the Budget Council, the Faculty Senate, the Administrative Council, and union representatives, as well as in open sessions for faculty and staff. • Seek from faculty, staff, and administrators recommendations on possible cost-saving efficiencies, contracts that could be dropped or renegotiated, and/or areas of work that can be reduced, slowed or eliminated. • As much as practical, consider the budget reduction to occur over a several year period by thoughtfully employing this year’s resources in light of likely future cuts.

  12. TABLE 10 (CONT.)CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOGENERAL PRINCIPLES FOR CURRENT BUDGET CUTS • Employ significant, but prudent, share of the University Contingency Reserve in making budget reductions. • While continuing a “soft freeze” on staff positions, retain the level of full-time faculty FTE, and safeguard faculty and staff in permanent positions. • Depending on the size of the budget cut, reductions in course choice and timing are likely; however, to the extent possible, protect the ability of students to make normal degree progress. • Manage the number of undergraduate students during the academic year -- seeking to exceed enrollment targets by only the minimum amount necessary to assure satisfactory access -- while using summer enrollments as a hedge against YRO targets and budget reductions.

  13. TABLE 10 (CONT.)CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOGENERAL PRINCIPLES FOR CURRENT BUDGET CUTS • Pursue revenue enhancements and diversifying the University’s resource streams by increasing gifts and contributions, grants and contracts, non resident student tuition income, as well as revenue from outsourcing and any CSU approved student fee increase. • To assure there are no division budget reductions that place unacceptable burdens on other divisions, discuss the impact of budget cuts before recommending them. • Continue to position the University for the future by making select program investments in accord with the University Strategic Plan. • Keep an inventory of cuts and other accommodations so that consideration may be given to restoring funding in the future. (9/10/02)

  14. TABLE 11CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOPOSSIBLE STRATEGIES FOR MANAGING ADDITIONALREDUCTIONS – 3% AND 5% OR MORE Three Percent • Sharply reduce and/or delay major equipment purchases. • Harden vacant position freezes. • Significantly reduce general fund supported travel. • Further reduce general operating expenses. • Closely review all service contracts and review all organizational memberships. • Reduce work schedules if employees prefer and supervisors concur, e.g., 12 months to 10 month staff employment. • Further emphasize energy savings, including reducing operating hours and adjusting temperature levels.

  15. TABLE 11 (CONT.)CALIFORNIA STATE UNIVERSITY, SAN BERNARDINOPOSSIBLE STRATEGIES FOR MANAGING ADDITIONALREDUCTIONS – 3% AND 5% OR MORE • Further defer maintenance. • Consolidate offices. • Combine units. • Reduce release time and/or sabbaticals. • Reduce number of temporary employees within collective bargaining agreement rules. Five Percent or More • Consider centralizing the budget, layoffs of probationary and permanent employees, and/or program elimination(s).

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