As you know, divisions were asked to prepare 4%, 6%, and 8% state budget reduction scenarios for fiscal year 2023-24. Because of our advocacy with the System Office, our ask of a “stop-loss”, and use of one time reserves, we are able to limit reductions to 4% the next fiscal year. I deeply appreciate the thoughtful work faculty and staff have done to develop the scenarios. Be assured, I understand this is a difficult task.
As shared last week, I have formed a Task Force on Financial Sustainability as part of our efforts to innovate and reinvent. Its charge is to provide near- and long-term strategies for fiscal sustainability in order to make the University more efficient and cost-effective. The Task Force has and is currently collecting information from Chancellor forums, Chancellor and Provost roundtables and small group meetings, Open Space sessions, Faculty and Staff Senate meetings, and other routine meetings.
We must also review and consider changes to our academic portfolio in light of enrollment demand and the new funding formula. Provost Storrs has received an academic program review process recommendation from a group of faculty and staff who participated in the Open Space session in December. She has charged a group of Academic Deans to review their proposal and consider any revisions. The recommendation will be shared with chairs, heads, and program directors for their review, input and comment. The goal is to have an agreed-upon process before the end of the spring semester.
Given our serious situation and the constraints on Human Resources, I again ask that you prioritize hiring requests for essential and mission critical positions and identify what work activities can be paused or eliminated to address any staffing shortfalls. Further, until further notice, I have extended the moratorium on any reorganizations or reclassification requests unless there is documented evidence of overall savings.
As you know, higher education as a sector is facing unprecedented headwinds. We have a strong and smart team of faculty, staff, and administrative leaders and I am confident we can find a viable way forward. I urge you to stay engaged and keep the faith.
Below are the budget reductions for each unit:
| Division | 2022-23 State Appropriation | Percent | 2023-24 Budget Cut |
| Academic Affairs | |||
| College of Arts & Sciences | 39,539,550 | -4% | (1,581,582) |
| Bryan School of Business and Economics | 18,450,545 | -3% | (549,408) |
| College of Visual and Performing Arts | 12,591,672 | -2% | (251,834) |
| School of Education (including Moss Street) | 14,154,691 | -4% | (566,188) |
| Graduate Studies | 3,317,804 | -3% | (89,810) |
| Health and Human Sciences | 18,100,462 | -4% | (724,018) |
| International Honors | 520,783 | -8% | (41,663) |
| Nanoscience & Nanoengineering | 3,849,650 | – | – |
| School of Nursing | 9,223,424 | -4% | (368,937) |
| University Libraries | 10,496,432 | -8% | (839,715) |
| Provost (International Programs, Middle College, Assessment, Accreditation and Academic Program Planning, UTLC, Student Success, Provost’s Office) | 18,157,070 | -4% | (770,460) |
| Academic Units subtotal | 148,402,083 | -4% | (5,783,615) |
| Student Affairs | 3,804,705 | -8% | (304,000) |
| Research and Engagement | 2,440,012 | -8% | (195,000) |
| Total Academic Affairs Division | 154,646,800 | -4% | (6,282,615) |
| Administrative Divisions | |||
| Information Technology | 12,062,448 | -4% | (482,498)* |
| University Advancement | 4,070,311 | -4% | (162,812) |
| Finance and Administration | 25,134,323 | -4% | (1,005,373) |
| Enrollment Management | 5,662,259 | -4% | (226,490) |
| Chancellor (Communications, Institutional Integrity and General Counsel, Weatherspoon Art Museum, Chancellor’s Office) **Note: Athletics does not receive state appropriations. | 5,444,121 | -4% | (217,765) |
| Gateway | 553,221 | -4% | (22,129) |
| Total Administrative Divisions | 52,926,683 | -4% | (2,117,067) |
| Total University | 207,573,483 | -4% | (8,399,682) |
* ITS shortfall covered by one time funds distribution in ‘23-24
