UW-Eau Claire Budget Impact

16%

reduction in 2015-16
state appropriation
UW-Eau Claires share represented a 16% reduction in our
state appropriation portion of the general fund when passthrough allocations for utilities and debt service are included.

26% reduction to general fund,

excluding utilities and debt service

$12.2
million
total reduction

$7.7 million from 2015-17 biennium + $3 million from

2013-15 + $1.5 million in enrollment decreases

179 FTE cut

15% of workforce

Voluntary separation incentive program:

92 FTE (98 individuals)
Resignations/Retirements: 32 FTE
Contracts Not Renewed: 8 FTE
Position reductions: 36 FTE
Layoffs: 11 FTE

Teaching impact:
69 FTE

One-third of reductions directly impact student instruction.

Retention impact:

25 faculty resignations, 150%

increase over last year
Of 25 faculty resignations, 7 are tenured faculty.

Student impact:
Class size increase,
reductions in sections

197 fewer class sections offered compared to spring 2015,

a 12% drop
14% increase in average class size

Reputational risk:
National ranking

36% increase in classes with more than 50 students and

18% decrease in classes with fewer than 20 students directly
impacts U.S. News ranking.

Fiscal risk:

Zero General Fund reserves

We will use our entire General Fund reserve to meet the FY16
revenue shortfall. This impacts our accreditation and ability
to weather future storms.

UW-Eau Claire Response

Principle-based
decisions

Preserve the classroom and distinctive

experiences, invest strategically to focus
on mission, position the university for
future strength.

Clear goals

100
90%
50%
20%
%

of students have a high-impact

learning experience
second-year retention
four-year graduation
enrollment of students of color
and close the opportunity gap

Areas of focus

8 major initiatives

Student success:

1. Centralized Advising Center

Centralized advising for retention and

graduation. Campuswide focus on
executing retention strategies.

Service innovation:
New student and administrative centers to
streamline services. Consolidated facilities and
creative services for improved efficiency.

Equity, diversity and

inclusivity plan:
Campuswide professional development and
accountability.

Academic and university plans:

2. Blugold Central Student

Services Center
3. Administrative Support
and Knowledge Center
4. Facilities restructure
5. Creative Services consolidation
6. Equity, diversity and inclusivity plan
7. Academic master plan
8. University strategic plan

Plans will position university for future.

Impact solutions
Invest in Wisconsins universities:
Continued reductions undermine ability to
produce the graduates the state needs.

Fund new facilities and renovations:

Facilities are critical to competitiveness.

Eliminate tuition freeze:

Freezing tuition extends student completion and
decreases affordability.

Apr. 5, 2016

Summary of Budget Reductions and Impacts

April 6, 2016
The Green Bay community fought for the establishment of a public university in Green Bay in 1965 to support and expand
social, cultural and commercial opportunities in Green Bay. Today, the University is transforming itself to meet the needs of
a changing region. Significant reductions make this transformation more challenging.

2015-16 GPR Reduction

9.3%

2015-16 Reduction as a % of GPR

Amount

FTE

Student Services

$71,496

2.78

Institutional Support/Physical Plant

$311,413

5.09

$1,590,632

11.12

Research

$68,308

0.92

Public Services

$384,151

4.31

$2,426,000

24.22

Amount

FTE

Additional Reductions in progress for 2016-17 $2,000,000

19.50

Instruction/Academic Support

TOTAL
Additional Reductions

41

1995/96

17

2015/16

State Support of Total UWGB Budget

Impacts
Curriculum, teaching, classroom experience other
educational experiences
Loss of faculty positions in all colleges including in some
high-enrollment programs
Significant reductions in access to journals, databases
and key resources for learning

Student opportunity and success

The following reductions will impact the ability to support
student success and timely graduation:
Academic advising
Proven high-impact programs
Faculty time for research and special projects
Student travel
Internship supervision
Student employment opportunities
Loss of international student co-curricular program
Loss of several academic programs

The Opportunity

Institutional effectiveness and accreditation

Elimination of key leader of academic
assessment programs
Reduction in philanthropic operation
Severely reduced Center for Advancement of
Teaching and Learning
Elimination of virtually all programs for faculty
and staff development

Safety, security and business operations

The loss of the following positions reduces safety and
security and diminishes the ability to maintain campus
infrastructure, business support and continuity:
Security officer
Chief information officer
Human resources staff
Custodial and maintenance positions

Community partnerships
Loss of Institute for Learning Partnerships
Loss of ability to provide residential camps to students
Reduction of community collaborations

Green Bay is a city with an international brand, a diversified economy and enormous potential for growth. To expand the
regional economy, attract business, develop talent and nurture entrepreneurialism, the University of Wisconsin-Green Bay must
be a full value-adding partner in the region. The opportunity now is to develop public policy that supports higher education for
the good of Wisconsin.

I N N O VA T I O N

T R A N S F O R M A T I O N

P L A C E

BUDGET REDUCTION SUMMARY

2015-17 BIENNIUM
15-17 Budget Reduction Allocation by University Division
Division

Chancellor
Academic Affairs
Admin & Finance
Student Affairs
University Adv
Total

Position
Elimination

28,800
557,400
722,850
131,850
59,100
1,500,000

S&E 7%

2,158
426,174
210,139
11,466
8,171
658,108

Admin
Overhead

0
202,369
44,214
1,738
1,679
250,000

Auxiliary
Chargeback

0
20,893
49,964
579,143
0
650,000

Total

30,958
1,206,836
1,027,167
724,197
68,950
3,058,108

Pct.

1.01%
39.46%
33.59%
23.68%
2.25%
100.00%

FTE

0.50
10.65
29.80
2.97
1.10
45.02

Summary of Major Impacts of the Budget Cuts

45 positions were eliminated across all university divisions including Academic Affairs,
Administration and Finance, Student Affairs, and University Advancement. These positions
provided a variety of essential support services on the campus and the loss of them will
negatively affect advising services for students, assistance with financial aid, building and
grounds maintenance, and timeliness in processing business transactions.

Each of the colleges reduced their operating budgets by 7% as part of the universitys
budget reduction plan. The impact of these permanent budget cuts will adversely affect
support for classroom instruction, undergraduate research initiatives, and faculty
development.

Reductions in Supply and Expense (S&E) for the Murphy Library will make it challenging for
the library to continue funding electronic databases and acquisitions. The library has
discontinued a number of services for the 2015-16 school year and students will have
reduced access to learning materials for their classes.

Significant reductions were made to the operating budget for Information Technology
Services as part of the 15-17 state budget cuts. In general, the university is providing lower
levels of technology service and support to students, faculty, and staff as a direct result of
the state budget cuts.

The budget reductions to the Facilities, Planning and Management budget will result in less
funding to maintain all campus facilities. Buildings will have a much lower level of cleaning
and except for life-safety issues, maintenance and repair work will be significantly reduced
in all GPR and PR facilities due to the reduction in state funding.

A decline in international and transfer enrollments for FY16 has resulted in a tuition revenue
shortfall and unanticipated deficit of $1,600,000. This enrollment decrease is anticipated to
be ongoing and will require a permanent base budget in addition to the 2015-17 state
budget cuts. The university is addressing this structural deficit by eliminating 18 faculty and
3 staff positions for FY17.

UW-MADISON:
IMPACTS OF 2015-17 BUDGET REDUCTIONS

BIG CUTS. The latest budget cuts reduced our GPR by 10.6%. Primarily as a result of these cuts, UWMadison began the 2015-16 fiscal year with a budget deficit of $86 million. Almost 60 percent of the
deficit will be closed by the end of the biennium through budget cuts and redirected spending ($34
million this year; $16 million in 2016-17). The rest of the gap will be closed largely through tuition

increases for nonresidents, along with a small change in the mix of resident/nonresident students.
BIG EFFECTS. Impacts of budget reductions are being felt across UW-Madison. Units could not absorb
large funding reductions without cutting education-related activities. Examples of such impacts include:

In the largest college, Letters & Science, all general fund hiring was frozen this year. L&S
ultimately will cut 48 faculty and 44 staff positions. With these losses, departments are reducing
the number of courses offered, increasing class sizes or substituting staff for faculty instructors.

In the Office of Undergraduate Advising, cuts will impact the ability to work with students,
potentially increasing time to graduation for more students. The College of Engineering has
halted a planned expansion of advisors. The College currently has 17 advisors to serve 6,600
students at least five advisors below the minimum needed to serve students effectively.

Student employment positions have been drastically reduced across campus. For example,
Human Resources cut more than 6,500 hours of student employment. Research and Sponsored
Programs cut about 6,300 hours of student employment. Not only do these reductions decrease
the level of service, but they also reduce learning opportunities and financial support for students.

We are unable to expand enrollments in areas of increased student demand in important areas
such as Business, Engineering and Nursing because of the budget cuts.

The Division of Information Technology (DoIT) reports an array of service reductions to students
in 2015-16. Labs are updated less frequently as a result of computer lab support reductions. Due
to a digital media lab closing, students now must pay for these services elsewhere. In addition,
early-morning and late-night help desk hours for students were reduced.

During the 2015-17 biennium, we expect to lose 418 faculty and staff positions through layoffs or
attrition.

Administrative support units took the largest cuts. Reduced support for monitoring financial and other
activities creates greater risks for university operations. Facility maintenance has been reduced, which
affects custodial services and causes building appearances to slowly degrade. We are also concerned
about the lack of any state funding for facilities repair and maintenance in the 2015-17 budget, which
means mandatory repairs must be paid from funds otherwise used for education.
THE RESULT IS BIG RISKS.
We lack funds to invest in high-demand and high-value programs, such as engineering or nursing.
We have faced huge retention issues, requiring almost $9m this year to retain faculty.
Our current uncommitted fund balances would allow us to operate for less than a week. This is
far below recommended levels. Most private sector organizations try to maintain cash reserves of
3-4 months.

University of Wisconsin Milwaukee Budget Reduction Impact

April 5, 2016
2015-16 Estimated Actual Budget Reduction (Fiscal Year Spend Plan)
Fringe
Program
Salaries
Benefits
S&E
Capital
Student Services
(800,000)
(125,200) (1,550,000)
Institutional Support (1,631,339)
(255,305)
Instruction
(2,068,214)
(323,676)
Research
(275,855)
(43,171)
Public Service
(67,137)
(10,507)
Academic Support
(1,618,919)
(253,361)
Use of Balances
(6,898,516)
Total
(6,461,464) (1,011,220) (8,448,516)
-

Aid to
Individuals

Total Authorized Positions Reduction through FY16

Additional FTE Held Vacant
Total Authorized Positions Reduction plus FTE Held Vacant

Reduction
Total
(2,475,200)
(1,886,644)
(2,391,890)
(319,026)
(77,644)
(1,872,280)
(6,898,516)
*(15,921,200)
(154.93)
(22.00)
**(176.93)

*UWMs portion of the state budget cut reflects a 12.24% reduction in general purpose revenue received from 2015 to 2016.
** This number is as of Dec. 31, 2015; current numbers are higher and will be updated shortly.

2017-19 Actions to Address Budget Reduction

UW-Milwaukee engaged campus-wide groups over 6 months to formulate these recommendations which
are being implemented now through 2017-19:
$5M in Administrative Cuts by FY19 to include 25% reduction of vice chancellor/associate vice
chancellor positions, 10% reduction of other administrative positions, student services consolidation,
integrated shared services, reduction or elimination of some administrative operations
$3-4M Reduction in Academic Efforts by FY19 to include realigning Schools/Colleges, consistent
practice of faculty workload policy, and efficient course alignment
$19M in Centralized Strategic Position Control by FY19 to include elimination of additional 300350 positions, and with a requirement that 50% of all new vacancies be used to close the
operating deficit
Effects of the Budget Cuts (high level):
Budget Deficit: The 2015-17 reductions, combined with an existing deficit caused by previous budget
cuts, enrollment decline and tuition freezes, resulted in a GPR/tuition operating deficit of $42 million.
Accreditation: Larger class sizes and reduction in faculty threaten the accreditation of several schools
and colleges.
Capital Budget: Failing buildings (Chemistry and Engineering), under-utilized and inaccessible
buildings (e.g., 540K of 880K sq. ft. unusable in NWQ), and insufficient IT network infrastructure,
resulting in serious functionality and some safety issues.
Impact on Education: Reductions in faculty and staff compromise the ability to grow enrollments,
engage the community, retain and graduate students, obtain research funding, hire tutors for students
needing additional help; provide support for startups, quality and timely student advising, and IT and
other support services. Especially problematic, given dual research and access mission at UWM.
Workforce & Talent Development: The campus is less able to meet the workforce and talent
development needs of the region, and the research needs of industry. Current capacity needs in
Nursing, Engineering, and Business cannot be addressed at this time.
Economic & Community Health: The promise of UW-Milwaukees impact on the economy, health
of the region, and understanding of water quality and quantity issues are compromised.

University of Wisconsin Oshkosh

Budget Reduction Report
The Base Reduction
The base reduction from our 2015 GPR budget of $46,520,356 is $6,629,300. This constitutes a 14.25%
reduction resulting in a 2016 GPR budget of $39,891,056.
Strategy to Address Budget Reduction and Strategic Investments
Base budget reductions and campus strategic investments (i.e. enrollment management) are being phased in
over two fiscal years. Given that approximately 90% of the overall operating budget is supports personnel
costs, the reduction will be taken completely from personnel. This approach requires the elimination of 140150 positions. One-time fund balances of approximately $17 million will be used to spread the cut over two
years and to invest in enrollment management and other university initiatives. We also experienced a
decline in enrollment that was covered by fund balances.
In addition to the 28.31 positions cut in 2015-16 leading up to the budget cut, the budget reduction for 201617 will include approximately 43 positions eliminated through the Voluntary Separation Incentive Program,
resulting in $3.3 million of savings. To date, we have made $5.3 million in GPR base reductions to be
reflected in the next fiscal year.
As of the March 2016 pay date, 73 positions have been eliminated. Of those 10 positions were faculty and
63 positions were non-instructional staff and administrators. Instructional academic staff have increased by
2 positions. No positions are being held intentionally vacant.
The centralization of Information Technology and Integrated Marketing & Communicationsboth campus
service departmentsallows for greater efficiencies at UW Oshkosh. The changes will also streamline
workflow, add greater ability to prioritize resources and add greater accountability to key functions on the
campus.
We have rethought our traditional budget model in order to operate more effectively in this low GPR era.
Through this, we hope to achieve greater transparency, better incentives to generate revenue and reduce
costs, better accountability, and an enhanced ability to develop innovative high demand programs that will
allow us to better compete with other universities.
Impact of Reductions
Academic Affairs reductions will result in: fewer section offerings and larger class sizes; reduced academic
advising and other support programs for students; limited opportunities to create and develop new academic
program initiatives (DNP in Nurse Anesthetist, Ed.D, Executive MBA); less flexibility to respond quickly
and appropriately to regional and state business needs. Examples of recent initiatives include Engineering
Technology, Information Technology, Business Success Center, and Center for Entrepreneurship and
Innovation.
Student Affairs reductions will result in: a decrease in the level of service delivery to prospective and
current students; reductions in student programming; further delay in plans to address deferred maintenance;
delay and downsizing of building and renovation projects; and increased difficulty in addressing compliance
issues in a timely manner.
Administrative Services reductions will result in: delayed or incomplete preventive building maintenance;
continued prioritization of special projects and delayed work orders; facilities crews will continue to be
faced with doing only what is most important thus leaving some areas in an unsanitary state; and the
inability to prepare adequately for changes, such as the ACA and FLSA legislation.
Elimination of two athletic programs (Mens Soccer and Mens Tennis).
Significantly hampers our ability to successfully implement our new University Strategic Plan.

Student Success: Under-Represented Minorities

Retention - students entering fall semester:
Under-represented minority, first-time, full-time
70.0%

59.6%

60.0%
50.0%

59.4%
51.0%

44.4%

38.9%

63.6%
48.7%

40.1%

40.0%

65.3%

65.2%
58.9%

45.4%

32.0%

34.8%

36.4%

Educating Talent for a Growing Region

58.6%
47.8%

51.6%

42.2%

43.9%

30.0%

20.0%

74.1%

73.3%

80.0%

Past three years in Kenosha and Racine counties, more than:

$1 billion in capital investment
10 million square feet of construction or absorption

5,000 new jobs

46.3%

42.2%
33.9%

29.7%

10.0%

(Data: Kenosha Area Business Alliance and Racine County Economic Development Corporation)

0.0%
Fall 05

Fall 06

Fall 07

Fall 08

2nd Year Retention Rate

Fall 09

Fall 10

Fall 11

3rd Year Retention Rate

Fall 12

Fall 13

Fall 14

4th Year Retention Rate

Increased Retention Across Campus

Retention - students entering fall semester:
All, first-time, full-time
80.0%

70.0%
60.0%

63.1%
48.5%

66.4%

64.3%

65.9%

49.8%

48.9%

50.0%

60.1%
48.4%

58.6%

73.8%

56.3%

57.3%

74.4%

40.0%
41.5%

40.7%

40.0%

42.9%

42.7%
35.6%

20.0%
10.0%
0.0%
Fall 05

Fall 06

Fall 07

Fall 08

2nd Year Retention Rate

Fall 09

Fall 10

Fall 11

3rd Year Retention Rate

Fall 12

Fall 13

Fall 14

Graduates by Academic Year

800
700

692
621

665

4th Year Retention Rate

Historic Graduation
729

720

716

617

741

749

65 percent of student population from Kenosha or Racine county

30 percent of student population under-represented minorities
58 percent of fall 2015 new enrollees first-generation
60 percent of UW-Parkside alumni live in Kenosha or Racine county

In-Demand Programs

49.0%
41.0%

49.3%
42.5%

50.0%
30.0%

72.7%
61.9%

UW-Parkside is the Region

Computer Science 48-percent increase in computer science majors (127 to 188, 20112015); 100 percent career placement for computer science graduates
Engineering more than 80 students enrolled or accepted in new partnership with
UW-Milwaukee College of Engineering and Applied Science
Business certificate programs in entrepreneurship, project management, retail
management, and sales added to AACSB accredited business program
Health Care more opportunities announced for nursing majors in consortial program with
UWM College of Nursing; 90 percent acceptance rate for medical school and other
professional schools in the health-care sector
Education 185 professional educator candidates pursuing education majors and licensure
in the Institute of Professional Educator Development; 100 students contributing over
4,000 hours in Kenosha and Racine classrooms
2+2 success pathways with technical colleges and UW Colleges for in-demand programs

648

Restructure and Realign for Administrative Efficiency

600

500

400
300

200

100
0

Campus marketing and communications merged to single, integrated team

Develop partnerships with other UW institutions to consolidate business and IT services,
human resources, and capital planning
Transition to four-college model to better serve students

Advocate
Undergrad

Graduate

Regents advocate for renewed and sustainable investment by the State of Wisconsin
Sustainable investment required to expand and enhance in-demand academic programs
Join campus leadership for legislative visits to promote sustainable investment

University of Wisconsin-Parkside
Millions

Revenue Sources

Millions
Millions

$28

State Appropriations

$27

Tuition Collected

$26

Total
TotalOperating
OperatingExpenses
Expenses

$80
$80

Other
OtherOperating
OperatingExpenses
Expenses
Salaries
Salaries&&Fringes
Fringes

$70
$70

$60

$60

$25

$50

$24

$50

$23

$40

$40

$22

$30

$30

$21

$20

$20

$20

2011

2012

2013

2014

2015

2011
2011

2012
2012

2013
2013

Note: Operating expenses do not include debt service payments.

Campus Staffing
540

Historic Reductions

2014
2014

2015
2015

Impacts and Opportunities Lost

Full Time Equivalents as of October

517
499

520

484

500

461

480

453

460
440

420

2011

2012

2013

2014

2015

Tuition freeze and reduced state support equals no

growth for in-demand programs
Without sustainable and predictable investment,
UW-Parkside cannot support the talent demands of
a growing region
Current and forecasted operating margins are too
constrained for development of increased
innovation
Performing essential functions with a reduced
workforce negatively impacts the student
experience

Past seven years,

approximately $9M in
reduction of state support
including $7.5M in base
budget
Reduced base budget in
FY15 by $2M to address
ongoing structural deficit
UW-Parkside FTE staffing
reduced by 64 (517 in 2011
to 453 in 2015); added strain
on workforce

FY 16-17 Financial Planning

Implementation of
Academic Budget Allocation
model
Partner with other UW
System institutions to
achieve administrative
efficiencies
Holding positions open while
reassigning essential
functions
Using support from UWSA to
improve classrooms and
technology infrastructure
Using PR balance to bridge
reductions in state support
as enrollment efforts and
new academic programs
mature

Compiled April 4, 2016

BUDGET IMPACT

$8.3

million reduction
in 201517 budget

Includes the budget cut and structural deficit

Physical Condition of Academic Facilities

2015-17 biennial budget provided no meaningful
funding for repair and maintenance.
Boebel Hall

101

positions lost

Number one UW System capital project, now delayed.

Faculty trying to teach industry standard biology in 1977
facility unchanged except for campus-funded project in 2010.

42 from academic programs and 59 from other areas

43 Phase I Reductions
26 Voluntary Separation Incentive Program
32 Phase III Reductions

10%
63

reduction in employees

Pictured Boebel Hall General Biology Lab, built in 1977.

Ottensman Hall
Faculty attempting to teach cutting-edge mechanical and
civil engineering in 1966 facility.

experienced faculty and staff left because

of Voluntary Separation Incentive Program

26 positions not filled

28%

of 2015-16 budget reduction is being

taken from instructional activities

Larger class sizes

Fewer available seats for required courses
Reduced advising time
Potential increase in time to graduation

More than 4,000

College of EMS majors
have classes in a
50-year-old building.

QUICK FACTS

821-ACRE CAMPUS | 20 ACADEMIC AND STUDENT SERVICES BUILDINGS | 13 RESIDENCE HALLS | 400-ACRE FARM
ACADEMICS

130+

academic programs

undergraduate
colleges

AGRICULTURE | BIOLOGY | BUSINESS | CRIMINAL JUSTICE

EDUCATION | ENGINEERING | INDUSTRIAL TECHNOLOGY

100%

25

of classes taught by faculty

STUDENTS

8,901
total enrollment

8,047

undergraduate

854

graduate

92

of students participate in one or

more high impact practices

70%

complete an internship,
co-op, or field experience

22%

conduct undergraduate
research

64%

engage in service
learning

student to faculty ratio

3,750

45

3:2

states

male to female ratio

students living on campus

24

44%

50%

countries
resident

78

Tri-State Initiative

clubs and organizations

OUT OF
are active members
of a club or organization

1 OUT OF 2

take part in
intramural activities

10

OUT OF
are involved in the
performing and visual arts

16

98%

of new freshmen

20%

200+
3

nearly
of undergraduates

75%

first generation
college students

freshman to sophomore
retention rate

NT
INVOLVEME

21:1

average class size

varsity athletics

1,546

OUTCOMES

Wisconsin Colleges
By Salary Potential

graduates in 2014

Payscale 201415 College Salary Report

$52,100

48,000

average early
career salary

current alumni

BEST VALUE COLLEGES IN WISCONSIN

1 Annual ROI (In-state)

# 20-year net ROI (In-state)
2
# 20-year net ROI (Out-of-state)
3
# Annual ROI (Out-of-state)
4
#

April 2016

Budget Reduction Impacts

Summary of 2015-17 Budget Reductions

for UWRF

2.87

11.2%

million base budget cut*

(share of $125 million UW System cut)

reduction in
base State support

*In addition, $442,200 in unfunded fringe benefits resulted in total of $3.31 million
reduction in base State support (12.9% total).

55

reduction in State/tuition supported

positions equaling 38 FTE full-time
equivalent (as of October 2015)

18

Media coverage has negatively influenced public opinion and

Quality concerns are heard from prospective students and

their families who frequently ask about budget impacts during
campus visit days and campus tours.

We are concerned about what the proposed budget

cuts may mean for her education at UW-River Falls. I
have spoken to parents from Wisconsin who have told
us not to choose University of Wisconsin schools ...
Others have told us that they have advised their children
to transfer out of the University of Wisconsin system.
UW-River Falls remains a top choice, but these budget
cuts are definitely leading her to consider other colleges
and universities. I am certain that the University of
Wisconsin does not want to lose top students due to
these budget cuts.
-Lu Ann Sifford, mother of prospective student, March 2015

The balance between funding core educational

costs at UW-River Falls has shifted from the
State to the student:
FY 1974-75: GPR (State) funds accounted
for 79%, tuition 21%.
FY 2015-16: GPR (State) funds account for
28%, tuition 72%.
Salaries of faculty and staff at UW
comprehensive universities such as UWRF are
significantly lagging. For example, faculty earn
more than 18% below national peers. Employee
pay plan increases have been minimal, while
their cost of benefits has increased.

What about use of reserves?

Media Reports Damage Reputation

http://bit.ly/1Wahlnz

damaged the reputation of the UW System, including our

major student markets.

State support now makes up only 15.6% of

UWRF total budget.

Current UWRF tuition reserves could support

faculty salaries and other educational costs for
less than two months. Other fund balances in
areas such as housing, parking, construction
projects, and dining services, cannot be used
to fund faculty or support basic teaching and
learning activities.

permanent layoffs/non-retentions

Impact on Student Recruitment

Key Financial Facts

http://bit.ly/1SNQ9rR

Impact on Student Retention and

Academic Success
Small class sizes and
personal attention
are critical to
the success of
our students.

Plum City Class of 2015 = 27

graduates,
UWRF freshmen (Fall 2015)
from Plum City = 13

When news of the budget cuts came

around last year, my curiosity and
desire to learn died a little bit.
Tori Schneider, sophomore

Heres why:
43% of UWRF
freshmen are
first-generation
college students.
Many UWRF
students come from
small town and rural
environments--38% of
UWRF Wisconsin freshmen
had high school graduating
class sizes of 125 or less.

Budget Cut Impact on

Class Size, Availability,
and Advising

http://uwrfvoice.com/viewpoints/16036

Athens Class
of 2015 = 49
graduates,
UWRF freshmen
(Fall 2015) from
Athens = 7
Wisconsin feeder high schools for UW-River Falls. Each
high school on the map provided anywhere between one
and 124 incoming freshmen in Fall 2015.

First time use of auditorium-sized general education courses with seat capacities up to 175.
Increased class sizes for many introductory courses, for example, introductory chemistry
in Fall 2016 will be taught in two sections of 108 and 154 students each, rather than the
typical four sections ranging from 44 to 88 students.
Reduced number of courses and course sectionsconcerns that this could result in
increased time to degree.
Increased faculty advising loads, less time to mentor students on research, student clubs
and other meaningful out-of-class activities.

Impact on Workforce, Student Support and Campus Operations

Reduced hours at the universitys Chalmer Davee Library.
Reduced capacity to do important work because of layoffs/non-retentionsthere are
fewer people working in Financial Aid, Registrars Office, Human Resources, Information
Technology, and Institutional Research.
Curricular decisions (for example, elimination of lab science requirement; dramatic
reductions in language and music offerings) and personnel decisions driven more by
budget than long-term strategy.
Loss of key tenured and tenure track faculty in 2014-15: 15 retirements (highest in five years)
and four resignations (all left Wisconsin for salary-related job changes).

http://uwrfvoice.com/news/16022

It really makes me not believe that

this State cares about higher ed I
know that this university cares about
higher ed. I dont know if the State
cares about higher ed.
Peter Vermeland, senior

Budget Reductions Result in Lost Opportunities

Reduced ability to continue launching new academic programs that impact the regional
economy and address Wisconsins future workforce needs (in the past three years, UWRF
has launched agricultural engineering, data science, criminology, neuroscience, Master of
Science in computer science).
Less opportunity to support student retention initiatives that, based on best practices,
would boost retention and graduation rates.
Less ability to invest in important areas such as compliance, diversity, veterans affairs.
Less opportunity for innovation and risk taking because of scarce resources.
Fewer faculty and staff means less capacity for engagement with community and
businesses.

http://uwrfvoice.com/news/14513

If you are planning for a year,

plant rice;
If you are planning for a decade,
plant trees;
If you are planning for a lifetime,
educate people.
- Chinese proverb

Media contact: beth.schommer@uwrf.edu

6320

BUDGET IMPACTS
as of April 2016
Reductions in State Funding

at UW-Stevens Point

The reduction of $6.5 million represented a

17 percent cut of state funding support (GPR,
segregated programs funding and unfunded fringe benefits)
at the University of Wisconsin-Stevens Point. (If only GPR
reductions to our base are included, the cut is $5.1 million
or a 13.8 percent cut of state support.) We have attempted
to manage these reductions in a manner that has the
least negative impact on our students. Yet, the magnitude
of the reduction of state funds required cuts to programs
and services impacting our ability to provide a quality
educational experience. Below are examples of actions
taken to address the reduction in state funding:

More than 76 FTE positions (63 GPR and 13 PR) will be eliminated by the end of FY17. Of those positions,

35 percent were faculty and teaching academic staff, 65 percent nonteaching positions. While there were a
handful of involuntary layoffs, the majority of the reductions were a result of the cancellation of open searches,
contract nonrenewals, early retirements, through the voluntary separation incentive program and resignations.
It is not our practice at UW-Stevens Point to hold positions vacant as a budget management strategy. So, these
reductions represent the departure of individuals through one of these six means. These reductions directly affects
our ability to deliver the curriculum, provide timely responses to student needs, provide outreach services and
support to students who need special services, and perform maintenance of our facilities.

Fewer courses

Reductions in faculty and instructional academic staff positions have

resulted in fewer course offerings. For example:

Fewer services

For example, elimination of

three positions in Academic
Advising and Career Services
offices will mean decreased
capacity for both student
academic and career
advising services.

- Seven fewer Life Science high demand sections are causing bottlenecks that
impede progress for pre-med students who need to take courses within a specific
timeframe so they are prepared for the Medical College Admission Test (MCAT).
- Nine fewer sections in Computer Science are offered because of numerous faculty
vacancies and difficulty attracting faculty because of salaries.
- Seventeen fewer sections of Accounting and Business classes were offered to
serve the same number of students. Class sizes in several Accounting and Business
courses were increased by 25 percent or more beyond capacity during the
2015-16 academic year.

Competitive salary hampered

A plan to reduce the gap between

UW-Stevens Point and the salaries at peer
institutions by providing resources for
faculty and staff compensation cannot
be implemented because of the budget
reductions.
- 94.7 percent of UW-Stevens Point faculty
members are paid less than the national
average by discipline and rank.
- More than 58 percent of faculty members
were paid at least $10,000 a year below
the national average in 2015, compared
to 45 percent in 2013.
- While UW-Stevens Point invested $1.4 million
in faculty and staff salaries from 2011 to
2013, the percentage of faculty members
earning less than the national average has
increased by 5.7 percentage points, not
decreased.

Lost hiring opportunities

For example, a recent search for a cabinet-level

administrative position went unfilled when four of the top
seven candidates withdrew after learning the salary or
accepted positions elsewhere.

Lost expertise

Quality of education is hampered by our inability to compete for

the best talent and because we are losing top-notch faculty and
researchers to the competition. Losses include faculty members with
research expertise in nanotechnology, biofuels and gene research on
agricultural crop species. For example, biology professor Dr. Devinder
Sandhu was very successful in securing extramural grants. He
mentored dozens of students, and received the University Research
Award in 2010 and the Excellence in Teaching Award in 2014. He
resigned from UW-Stevens Point in August 2015, citing salary as his
reason for leaving. The departure of these faculty members is having
a direct and negative impact on the classroom!

BUDGET IMPACTS
By the numbers
Funding reduction

$2.5 million cut in the 13-15 biennium

15-17 biennium
$6.5 million equals
17% of the state GPR,
segregated programs
funding and unfunded
fringe benefits support
at UW-Stevens Point

(7.1% of total state funding)

$6.5 million cut in the 15-17 biennium

(17% of total state funding)

$9.0 million total

(If only GPR reductions to our

base are included, the cut is
$5.1 million or a 13.8% cut of
state support.)

State support decrease

50 percent state support in 1972-1973

100%
75%
50%
25%
0%

50%

42%

41%

13 percent state support in 2015-2016

36%
16%

13%

1972-73 1982-83 1992-93 2002-03 2012-13 2015-16

Faculty/staff reduction
More than

76 FTE positions eliminated

35 percent were faculty and teaching academic staff

65 percent nonteaching positions

2015

Paid at or above
national average
5.3%

Paid below
national
average
94.7%

Source: College and University Professional

Association 2011-2012, 2014-15 Salary Survey

Salary

94.7

percent: The number of UW-Stevens Point faculty members

paid less than the national average by discipline
and rank

Impacts of 201517 State Budget on UW-Stout

Good News

Budget Cut/Responses

UW-Stout continues to focus on economic

development and the needs of employers
Our six-month employment rate increased from
97.1 percent to 97.3 percent for 2014-15 graduates
The annual starting salaries just for our
2014-2015 graduates was over $51 million
Our Cooperative Education Program in 2014-15
had 1,032 students participating
Nearly 800 employers recruited UW-Stout students
at two career conferences in 2015-16
The Discovery Center posted client-reported impacts
of over $30 million this past year; since 1994, the
Discovery Center has engaged in more than 5,000
technology transfer activities resulting in more than
$500 million in client-reported impacts and 4,000 jobs

UW-Stout continues to implement ways

of making our offerings more affordable
Curriculum revamped so that 44 of the 48 undergraduate majors at UW-Stout require 120 credits to graduate. The four remaining programs exceed 120 credits
because of accreditation requirements
Offer a guaranteed three-year degree program
for four undergraduate programs

201516 Budget Reduction Plan

Program

Salaries

Student Services
Institutional Support
Instruction
Academic Support
Physical Plant
Total

(274,726)
(633,324)
(482,869)
(667,699)
(380,000)
(2,438,618)

FTE Reduction

Fringe Benefits

(109,973)
(253,521)
(193,292)
(265,437)
(152,114)
(974,337)

S&E

(313,200)
(200,000)
(782,045)
(1,295,245)

Reduction Total

(697,899)
(1,086,845)
(676,161)
(1,715,181)
(532,114)
(4,708,200)

Challenges
Number 1 challenge is keeping and
retaining faculty and staff
We have exhausted nearly all of the money available to
match offers from other institutions
Faculty salaries are at 79% of peers
Instructional academic staff salaries are at 78% of
peers
Average annual salaries for all faculty and instructional
academic staff are $25,000 lower than polytechnic
peers

Achieved record enrollment of 9,535 despite

awarding a record 1,995 degrees in 2014-15

Maintaining the cleanliness and

appearance of campus

Exceeded our enrollment targets for new freshmen,

transfer and graduate students

Reorganizing colleges from four to three

to save $360,000 a year

Applications are strong for 2016-17, and

another enrollment record is possible

Implementing student services reorganization

Newest program, mechanical engineering,

has nearly 200 students enrolled for fall 2016

14.8
23.1
14.4
36.4
11.3
100

Instructional (8.45) + Non-Instructional (46.55) = (55.50)

Ensuring our laboratories remain up to date

Other good news:

Percentage

Implementing workload/class size changes

(in progress)

Good visit by Higher Learning Commission

re-accreditation team and no longer on HLC watch list
for too-low reserves

UNIVERSITY OF WISCONSIN-STOUT
Inspiring Innovation. Learn more at www.uwstout.edu

UW-Superior Biennial Budget Strategy

It is important to understand the operating environment and what steps have been taken prior to this
biennium. Because of the diseconomies of scale given the size of the institution, each dollar cut from the
base disproportionately affects the campus. The campus also has structural defict which cannot be
remedied through additional cuts without severly impacting the very integrity of the campus. The
university is faced with several small incoming enrollment classes which have yet to work their way
through the pipeline even though new freshman enrollment was up 15% last year and is projected to be up
again this coming year.
Before the 2015-2017 Biennial Budget Reduction
$1,754,000 in base budget cuts managed through multi-pronged strategy:
Academics:
Program Prioritization a process which reviewed all academic and non-academic programs for
efficeincy 14 progrms were closed and several faculty lines were eliminated
Elimination of First Year Seminar this high impact practice was eliminated because we could not
sustain it; this may have a possible negative consequence for retention
Reduced funding to the Center for Teaching and Learning this supports facutly development and
promotes excellence in teaching and advising
Reduced Library Acquistion Funds and Hours of Operations
Eliminated Academic Affairs Special Request Fund used to fund departmental unexpected needs
Replaced facutly vacancies with academic staff fewer full-time tenure track facutly involved and
invested in the academic department
Reduced Assessment Budget assessment is used to determine if student learning goals are met
Operations:
Outsourced the Bookstore eliminated deficit
Reduced Supplies and Equipment 15% reduction across the board; have only $13,000 to support
100 faculty; eliminated software redundancy
Outsourced Grounds and Custodial eliminated 20 FTE from 102 budget
Consolidated Marketing functions increased efficiency and coordination
Athletics:
Switched athletic conference from WIAC to UMAC saved 100+ hours of student travel; reduced
travel costs
Administrative:
Eliminated Vice Chancellor of Campus Life replaced with Dean
Eliminated Director of Student Success Center
Elimated Techonology Analyst/Business Analyst
Eliminated Associate Dean of Students
Held vacent CIO position and Director of HR position
Eliminated Associate Vice Chancellor of Academic Affairs

The 2015-2017 Biennial Budget Reduction

$605, 000 = 2.5% of budget; if fringe benefits are added = $851,100
There are no reserves upon which to draw
Compensation is considerably behind peers based on CUPA data would take over $305,000 for the
faculty salaries alone to bring them within 90% of market compared to institutions similar to our size
and mission
Strategy-Part I Reduce Expenses
Academics:
Departments were assigned reduction targets. The results: 175.5 credits were reduced out of the
curriculum; courses eliminated; some scheduled on alternating years increasing scheduling intricacy
for students.
Operations:
Voluntary Separation Incentive Program - 19 faculty and staff; 7 not refilled; others rehired with
lower salaries or a reduced percentage of time or with instructional staff: $350,467.
Entered into service agreement with UW-Eau Claire for HR Director Services
Operations positions held or eliminated - Engineering Specialist Manager eliminated; Environmental
Health and Safety reduced percentage; 2 other positions in Facilities eliminated
Temporarily holding on expenditures e.g. No computer replacement purchases being made and no
facilities upgrades such as a new kiln, carpeting, and other required maintenance
Current State:
$500,000 remains to be absorbed = 6.5 faculty (equals ~ 1 academic department) or = 9.5 academic
staff or = 80 additional or retained students
Further Cuts Will Further Impact Students - Cutting academic programs means a loss of students and
a loss to students and it takes time to phase out a program; Cutting athletic teams means a loss of
students and opportunities for students; Cutting academic support services, which are currently being
held together on a shoe string, means a loss of students; Pell eligible, first generation students need
support services and these include Veterans & Non Traditional Student Center and First Nations
Center
Strategy-Part II - Grow Revenue
Recruitment: Marketing & Communications:
Increase visibility through strategic public relations, increased marketing presense, increased outreach
by Admissions Office to local WI territories; increase in articulation agreements e.g. accounting;
business; social work. Undergraduate new freshman enrollment up 15% last year, all time high
International student enrollment; enrollment projected to be up again in Fall 2016; 8 Innovation
proposals e.g. putting business degree online; adding pre-engineering Associates Degree;
Environmental Science degree; streamlining transfer processes; summer camps for K-12 ages
Retention:
4 Innovation proposals funded includes living communities, leadership development across the 4
years; adding additional scholarships from the UW-Superior Foundation; a new advising model using
professional advisors; focusing on early ID of at risk students; identifying strategies to reduce failures
in gateway courses; DFW analysis; remedial math; transcript request alerting; course scheduling for
completion; academic calendar review; curriculum completion maps for students
2

STATE SUPPORT FOR INSTRUCTION PER

FULL-TIME EQUIVALENT (FTE) STUDENT
STATE INSTRUCTIONAL
SUPPORT PER FTE

$2,741

$875

Average support per FTE for

comprehensives, excluding
UW-Whitewater

ENROLLMENT BY FTE AT
COMPREHENSIVE UNIVERSITIES

UW-Whitewater

UW-Whitewater

10,927

UW-Oshkosh

10,654

Lowest support per FTE

of all comprehensive
institutions

UW-La Crosse

9,937

UW-Eau Claire

9,620

UW-Stevens Point

8,292

UW-Platteville

7,853

UW-Stout

7,739

UW-River Falls

5,263

UW-Green Bay

4,834

UW-Parkside

3,631

UW-Superior

2,058

Source: UW System Redbook

(excluding debt service, utilities and financial aid)

Source: Office of Policy

Analysis Research (2015-16)

university of wisconsin

whitewater

university of wisconsin

whitewater

40

POSITIONS CUT FROM

STATE FUNDING
IN 2015-16

STATE SUPPORT
OF TOTAL BUDGET

State support for instruction has declined more than

50 percent, from $21.1 million in 2009-10 to $9.6
million in 2015-16.

FALL 2015 COURSE OFFERINGS

COMPARED TO FALL 2014

42

FEWER
COURSES

118

FEWER COURSE
SECTIONS

REGIONAL ECONOMIC IMPACT

OF UW-WHITEWATER

$407

52.08%
10.22%

1975

The budget reduction for 2015-16 was $5.8 million,

including unfunded fringe benefits.

2015-16

MILLION

Annual economic
activity

4,352

Jobs
supported

UW-Whitewater brings money,

employment and volunteerism
into Walworth, Jefferson and
Rock counties.

Mission: Access, transfer, affordable value, local and flexible, educational

innovation that supports a highly educated workforce that remains in the
state and in their communities.

Before the 15-16 cut

Immediate Response
Fully Completed in FY15-16

$470 less
per year

Four year tuition freeze

No Reduction

3.5 million

revenue loss

in faculty or course offerings due to the cut

UW Colleges
Tuition

33%

Four Year Tuition Freeze

Unusually ($3.5m revenue loss)

tuition dependent

67%

Tuition

WTCS
Liberal Arts
Tuition

GPR

Highly Tuition Dependent

for Two-Year Institution

5 million cut

14% cut in state support

9,900

7,900

Lowest undergraduate

cost-per-student
UW Colleges

$
32% - 35%
Below Peers

UW Colleges

North

UW
Comprehensive
Average

Lowest Undergraduate
Faculty compensation Cost-Per-Student
is

32-35

Northeast

below peers

Losing 47% of assistant professors

to resignation prior to tenure

Faculty Compensation

Southeast
Solution:

consolidated, regional
administrative structure

Southwest

Consolidated, Regional
Administrative Structure

Budget Cut Impacts

110 employees

For a Net Loss of

62 full-time equivalent employees

received involuntary lay-offs

22% reduction

in non-instructional workforce

county/city partner anxiety

8 million current annual investment

$440m value of facilities

22%
Workforce

Net Reduction

Potential impacts
on student retention and completion

533:1 student to advisor ratio

9.3% Enrollment/Tuition Revenue
Decline

Record High
Enrollment
& Tuition
Revenue
2008

11,870
Enrollment
Fall 2015

Continued elimination of high

impact practices affects student

success, retention, and completion

Severe interruption to core business

turnover in student
recruiters
contributed
Enrollment
and
Tuition to
enrollment decline
Revenue Decline

Safety and security

fewer eyes, less authority present
on campus

Mission: To extend research, expertise, and programs of the University of

Wisconsin to directly benefit the people of Wisconsin where they live and work.
To enhance the quality of life throughout the state.
Continuing Education,
Outreach & E-Learning
(CEOEL)

Division for Business

and Entrepreneurship
(DBE)

Broadcasting and
Media Innovations
(BAMI)

Cooperative
Extension
(COOP)

634,800
contacts per year

6,610
contacts per year

968,000
listeners and

1.2 million

GPR
$21,952,753
20%

Total Budget
$110,725,905

GPR
$2,470,374
28%

Total Budget
$8,865,470

5.6 million cut

7 cut in state support

%

Immediate discussions
with each division to plan

3 4 divisions
of

have implemented their cuts

viewers per week

GPR
$8,689,633
35%

Total Budget
$24,718,314

contacts per year

GPR
$33,586,528
38%

Total Budget
$87,382,732

Early Impacts in CEOEL, BAMI, and DBE:

Elimination of some collaborative degree programs
earlier than planned
Reduction in the size of Big Idea tournament and
Ideadvance (our business plan competition programs)
25-30% fewer campuses participated than last year
Partner (Educational Communications Board) eliminated
7 FTE positions in the K-12 Media Lab
Eliminated partnership with Educational Television
Productions of Northeast Wisconsin (Green Bay)

Cooperative Extension (Statewide program in 72 counties and 3 tribal nations)

Multi-County Areas for UW-Extension

$ .66 From Counties

Loss of multiplier effect;

Red
Cliff

Douglas

each $1 GPR lost threatens the match

$1 From Federal

Sokaogon Chippewa
Iron
Ashland

$20 million county investment

Washburn

Polk

Price

Pierce

Lincoln

80 FTE

Marathon

Pepin

Jackson

Door

Richland

Sauk

UW-Extension Office
Multi-County Areas
Tribal Communities*

Crawford

Grant

Green
Lake

Dodge

Columbia

Jefferson

Waukesha

Lafayette

Rock
Green

Sheboygan

Ozaukee

Washington

Walworth

American
Indian
Population,
2010: 5,968

Fond du Lac

Dane
Iowa

Marquette

Manitowoc
Winnebago Calumet

Juneau

Monroe

Brown

Waushara

La Crosse

Oneida
Outagamie

Adams

pieces of feedback on reorganization

Shawano

Waupaca

Portage

Vernon

individual

Oconto

Stockbridge
Munsee

Clark

Trempealeau

Menominee

100 years

Concerns voiced by over 600

Wood

projected position
eliminations

Marinette
Langlade

Chippewa

Eau Claire

Buffalo

Forest County Potawatomi

Forest

Rusk

Barron

Dunn

Florence

St. Croix

Oneida

Taylor

Vilas

Lac du
Flambeau

Lac Courte
Oreilles
Sawyer

St. Croix

at risk due to anxiety from county partners,

campus partners, and professional groups

Fond du Lac

Burnett

Reorganizing a structure that has been

part of the fabric of the state for

Bad
River

Bayfield

au
ne

approximately 11.3% of total GPR

11.3%

Ke
w

4 million GPR reduction;

Racine

Kenosha

American Indian
Population, 2010:
5,212

Milwaukee