florida state university financial planning and outlook chairs and deans meeting march 15, 2010
TRANSCRIPT
As Florida’s Economy Has SlowedFlorida Total Personal Income: 1990 through 2010 (forecasted)
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The State’s Unemployment Has RisenFlorida Unemployment Rate: 2004 to 2009
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State Revenues Have DeclinedLegislative Appropriations: 1980-81 to 2009-10
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Total Appropriations General Revenue
Financial Planning Periods
2007-08 to 2011-12 (5-Year period, since spring 2007)
2009-10 to 2011-12 (3-Year current plan)
Budget Crisis Committee
• Lawrence G. Abele Provost and Executive Vice President for Academic Affairs• Rafael Alvarez Associate Vice President for Budget/Planning & Financial
Services• Robert Bradley Vice President for Planning and Programs• John Carnaghi Senior Vice President for Finance and Administration• Mary CoburnVice President for Student Affairs• Kirby Kemper Vice President for Research• Reggie Cuyler Student Government Association Senate President Pro Tempore• Lee Hinkle Vice President for University Relations• Elizabeth Maryanski Associate Vice President for Student Affairs• Thomas McCaleb Professor, Economics• Eric Walker Professor and President, Faculty Senate• Jayne Standley Professor and Vice-chair, Faculty Senate Steering Committee
Budget Reduction Challenges• A great deal of money really can’t be
reduced– Health Insurance Benefits ~ $26.2 M– Utilities ~ $25.1 M (E&G only)– Retirement Benefits ~ $22.2 M– Social Security Match ~ $12.1 M– Medicare Match ~ $3 M
• “Fixed Costs” ~ $97.6 M/ $336 M base
Budget Reduction Challenges• 1,018 Employees Earn < $30,000• 50% of all Employees Earn < $50,000• Furlough for the lowest 50% yields• ~ $200,000/day• Furloughing everyone on campus yields• ~ $1.1M/day• Budget reduction by furloughs would reduce everyone’s
salary by about 33%
Actions to Cut ~$56 million
• Released all vacant positions back to the state• Released all positions vacated by retirements back to the
state• Reduced the budgets of all units on campus• Engaged in the painful process of layoffs• Sought federal stimulus funding for two years of salary plus
benefits to those affected by layoffs
The Funding Reductions Have Dramatically Affected FSU Faculty and Staff
Data represent 07/01/2007 to 02/28/2010
Terminations A&P USPS Executives Faculty 7 Total
Voluntary Separation1 358 486 3 236 1083
Involuntary Separation2 2 114 116
Contract Cancellation
/Non-Renewal 349 68 117
RIF/Layoff 4 19 15 34
Retirement 58 135 1 74 268
Sub - Total 486 750 4 378 1618
Notified but not Terminated 5 12 21 19 52
Total Number Notified for
RIF/Layoff 659 77 52 188
FSU All Employee Terminations Summary: August 2007 - February 2010
Footnotes provide definitions
Program Eliminations Were Included For Several Reasons
• Based in part of a need for SACS “teach out” of 2 years with guaranteed funding
• Based use of Stimulus funds for “teach out”• Based on problems with further Across-the-Board cuts
and low on-going funding had already resulted in campus-wide program thinning
• Further Across-the-Board reductions would exacerbate program thinning, diminish quality and result in SCH reductions within current workload efforts
• Lack of Enough Non-recurring to Bridge an Uncertain Funding Gap and Cope with Questions about the Status of Non-recurring Resources
The Next Couple of Years Will Be Challenging
• Further State Reductions are in the Offing
• Federal Stimulus Funds will Disappear• Restrictions will Continue to Limit the
Use of Increased Tuition Funds
Federal Stimulus Funding
In addition to filling the $30 million gap with central fund balances, we are also using temporary ARRA appropriations
Status 2009-10* 2010-11
Appropriated $21,182,461
Requested/Expected
$21,182,461 * Funds are expected for only
one more year
Federal Stimulus Funding UseStatus 2009-10 2010-11
Faculty/Staff Headcount 200 200
Other Headcount (graduate students, adjuncts, etc.)
400-500 400-500
Note: Primary use is to allow certain students to complete their degree programs
Other Resources Will Come Into Play
• Increasing revenues from tuition • Increased revenues from the technology Fee• Increased revenues from an aggressive fund
raising effort• Redeploying existing assets will continue
Balancing State Recurring Reductions > Internal Recurring Reductions
FSU’s 3-Year Plan to 2011-12 (strategy summary)
1. Earmarking future recurring revenues to close interim annual budget gaps and achieve normal budget balancing whereby:
Recurring revenues ≥ Recurring internal allocations
2. Use of central non-recurring fund balances and Federal ARRA funds until there is a return to normal annual budget balancing
Where are We Now• Recurring deficit remaining from 2009-10 ~$30 M• Plans to reduce this without further unit cuts or layoffs
– 2008-09– Recurring deficit ~ ($11 M) Reduced from $30M with “new” funds– Non-recurring reserve ~ $40.5 M
• Tuition collections 2008-09 through 2011-12– Legislative increases estimated 8%– Differential increases estimated 7%
Where are We Now (cont.)
• Legislative tuition increase is discretionary and all funds are committed to reducing the deficit.
• Differential Tuition increase is restricted to:– 30% to undergraduate need-based aid– 70% to ‘enhance the undergraduate educational
experience’ and may not be used for graduate students
2010-11
• State total revenues are projected to increase by $1.4 billion, but the legislative debate is about a $1.0 billion to $3.0 billion shortfall
• Large dollar items in the shortfall debate: availability of Federal funds, transfers from Trust Funds, Medicaid, Casino Monies, the Budget Stabilization Fund, Class size, etc.
2009-10 2010-11 $20,000.0 $21,000.0 $22,000.0 $23,000.0 $24,000.0 $25,000.0 $26,000.0 $27,000.0 $28,000.0 $29,000.0 $30,000.0
$21,247.6 $22,441.0
General Revenue Fund Financial Outlook StatementFY 2009 - 10 and FY 2010 - 11
Recurring Funds Available (in millions)
Source: March 9, 2010 General Revenue Estimating Conference, EDR
+5.6%
$29,215.0 in 2007
Senate Higher Education
• 6% GR cut to the base budget totaling $111 M• $50.3 M GR added back for ‘Reprogram for State
Priority Areas’• 8% across the board tuition increase• $10.9 M in Recurring GR to replace non-recurring GR
(BOG requested $11.3 M)• $18.8 M in Recurring GR to replace some federal
stimulus funds
House Higher Education
• 4.6% GR cut to the base budget totaling $92.3 M• $65 M cut to ‘employee compensation &
benefits’ (it is unclear exactly what this is at the moment)
• 8% across the board tuition increase
Recovery May Be Delayed Until 2015Non-Medical FSU Operating E&G Scenario:
2000 - 2015
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General Revenues Student & Other Fees Lottery Stimulus Total
Scenario Estimates
What can we say at this point about potential additional
reductions and FSU’s potential course of action?
• Although things may change we believe that with current non-recurring funds and the expectation of tuition increases we can continue our current strategy and avoid any cuts to campus for 2010-2011.