Baruch Tax Levy Budget FY 15

Tax-Levy Funding Streams

• Tuition and Fees: primary source of funds.– Tuition Rate Increases: FY 15 is fourth of 5 years of

tuition revenue increases.– Graduate Excellence Fees: FY 15 total projected $4.0

million. All fees allocated to divisions that earn the fees. • State Support: this year about 33% of total support.• CUNY Investment Plan for Baruch: FY 11 CUNY

committed to providing $7.8 million for hiring of faculty, faculty research support, and student services staff.

Tuition Revenue Target

• Minimum amount of Tuition & Fee Revenue College must earn within a fiscal year to support its Tax-Levy spending allocation.

• If College falls short of earning this amount:– Must cut current year spending by amount of shortfall, or – Cover the shortfall with funding in its City University

Tuition Revenue Account (CUTRA).• If shortfall expected to repeat the following year,

CUNY likely to cut new year’s base Tax-Levy allocation by amount of shortfall.

Local vs. CUNY-Managed

• Most of the funds we get are managed locally.• CUNY holds and manages funding for fringe

benefit costs, some types of financial aid, and building rentals.

• In the past, CUNY managed energy funding, but now college manages $6.8 million set aside for energy.– Keep any savings. – Fund any overages.

CUNY Investment Program in Baruch

– 29 new faculty and summer support for those new faculty.

– 17 Student Services lines• Enrollment Management ( 9)• Student Affairs ( 3)• Provost Office (4) includes Writing Center, SACC, Honors advisor• ZSB (1) Academic advisor

– OTPS/Temp Services• Enrollment Management: $282,350• Student Affairs: $56,470• Provost: $112,940• ZSB: $28,235

FY 15 Allocations by Division(In Thousands)

Provost 5,661 VPISD

9,161

SPA 8,429

WSAS 33,035

ZSB 41,714

President 2,218

OCM 1,472

VPEM 8,491

AVPSA 3,924

VPCA 1,481

VPAF 18,905

ProvostVPISDSPAWSASZSBPresidentOCMVPEMAVPSAVPCAVPAF

FY14 Tax-Levy Expenditures(In Thousands)

Full-Time Staff 93,111

Part-Time Staff 19,456

OTPS 10,117

Full-Time StaffPart-Time StaffOTPS

Decline of Graduate Enrollments = Decline of Tuition Revenue needed to meet Tuition Revenue Target

FY 11 FY 12 FY 13 FY 14 FY 15 Projection$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

$100,000,000

$110,000,000

$120,000,000

$130,000,000

$140,000,000

$100,095,723.0

$111,175,723.0

$116,668,727.0$121,510,300.0

$127,089,300.0

$100,622,000.0

$111,896,681.0$115,299,545.0

$117,397,200.0

$124,079,500.0

Tuition & Fee Collections (Excluding Excellence Fees)vs.

CUNY Allocation Memo Target

Target Traditional Tuition & Fee Collections

Short-Term Strategy

• Modest Base Budget Reduction.• No distribution of Full-Time Vacancy Savings.• Increased Undergraduate Transfer Students in

the Fall 2014.• Used FY15 Compact Funds (New Revenue)

strategically for some new needs identified by Strategic Plan and to mitigate additional Budget Reduction.

Long-Term Strategy

• Refresh graduate programs & grow enrollments.

• Monitor expenses & maintain current budget strategies.

• Explore alternative revenue sources.• Leverage CUNYfirst data to improve

planning/decision making.• Maintain and expand energy savings efforts.

Other Challenges

• Next year is last year of the tuition increase.• Funding new contract: what will NYS do?• Funding mandatory needs: will have to fund

internally.• Aging infrastructure and deferred maintenance.• Progress on our Strategic Plan.• CUNYfirst: new modules coming/rolled-out

modules need more work.