The University of North Carolina at Pembroke Fiscal Year 2012 Budget Reduction/Reversion Summary

1. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

2. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

3. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

4. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

5. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

6. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

7. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

8. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

9. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

10. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

11. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

12. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

13. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

14. The University of North Carolina at Pembroke Fiscal Year 2012Budget Reduction/Reversion Summary

15. Elimination and/or consolidation of programs or organization structure • Cross training of personnel to match peaks and valleys in work loads • Cost shifting that will result in reducing state expenses • Flex scheduling that will decrease state expenses • Reducing employee contract periods: 12 months to 10 or 9 months • Seeking alternative sources of income: new ventures, raising fees, seeking grant funding, etc. • Operational & travel $ - last to be returned – caution • Elimination of student support may be counter productive • University must maintain contact with important constituents • Must reduce/consolidate events so non-state funds can be shifted to essential operations Budget Guiding Principles 2011-12

16. Making effective decisions starts with knowing where you are going. Before you make productivity decisions you must have: • Clear Goals • A Clear Why: Understanding why you wish to reach the goal • A Clear Risk Perspective • Asking the Right Questions About Risks; • What is most important now? • What is the best that could happen? • What do the facts say? • What does my intuition say? • What is it costing to wait or delay this decision (or can I afford to delay it)? Keys to Smart Decision Making

17. Aligning to Your Reasons, this Refers Back to the Beginning – your targets (goals) and your true north (whys). When making decisions, ensure alignment by: • Remembering your goals and whys • Reminding yourself of you goals and whys • Reviewing your goals and whys • Refreshing your goals and keeping them connected to your whys Keys to Smart Decision Making

18. The criterion for good decision making results from answering these questions: • What are we trying to achieve with this decision? • What can we feasibly do? • What do we have to watch out for? (consequences) Keys to Smart Decision Making

19. Deciding is valuing your alternative at the moment you have them, on the criteria you have identified and with the best information available at that time. Value is the only justification for your actions. The answers to the questions on the Criteria, Alternatives, and Consequences come from the decision makers’ knowledge, understanding, experience, and intuition about the issues. The Process of Decision Making therefore is a mechanism to leverage the collective knowledge, experience, intuition of a group, team or organization. It allows this intuition to be discussed, challenged, and refined. That’s why intuition is at the bottom the decision making pyramid as the foundations. Keys to Smart Decision Making

20. The Process of Decision Making is therefore as follows: Keys to Smart Decision Making

21. The Real Basis of Sound Decision Making: • The most important key to making wise decisions is CONSEQUENCES! • Follow your decisions to their logical conclusion BEFORE you make them. Keys to Smart Decision Making

22. Does Keeping the Position Vacant • Place the institution at risk in any of the following areas: • financial accountability; • health and safety; • the stability, integrity and/or security of the institution’s data, networks or critical business systems? • Significantly reduce critical services to students? • Impair the institution’s strategic interests? • Erode the ability to deliver quality instruction? • Increase a student’s time to degree and/or reduce student retention? • What alternatives do you have available to carry on the functions of this position with existing staff? • If the position has been vacant for 3 months or more, why is it urgent to fill it now? • What negative effect will occur if the position is unfilled for 6 months, 1 year or longer? Criteria to Consider When Filling Vacancies