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Business-Finance

Published on April 10, 2008

Author: UpBeat

Source: authorstream.com

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BUDGET AND PLANNING:  BUDGET AND PLANNING A Universitywide Perspective August 2005 Today’s Agenda:  Today’s Agenda Large Trends The Impact of California’s Fiscal Crisis The Regents’ Benchmarks Role of the Budget Office Today’s Agenda:  Today’s Agenda Large Trends A Changing Economy with More Professional and Managerial Jobs California Is Losing Its Comparative Advantage:  California Is Losing Its Comparative Advantage The Only Way to Raise Average Income Is Through Education:  The Only Way to Raise Average Income Is Through Education California Needs Companies Creating Well-Paying Jobs:  California Needs Companies Creating Well-Paying Jobs UC helps create fast-growing companies. R&D-intensive industries rely upon universities because they under-invest in basic research. Thousands of new professional and managerial jobs will be created over the next decade. Fastest Growing Occupations Professionals and Managers:  Fastest Growing Occupations Professionals and Managers More Californians Will Want and Need a University Education:  More Californians Will Want and Need a University Education Can We Maintain Quality? Today’s Agenda:  Today’s Agenda Large Trends A Changing Economy with More Professional and Managerial Jobs The Demography of California Is also Changing California’s Population in 1980:  California’s Population in 1980 California’s Population in 2000:  California’s Population in 2000 California’s Population in 2020:  California’s Population in 2020 California’s Population in 2040:  California’s Population in 2040 Hispanics & Asians Increase as % of Population:  Hispanics & Asians Increase as % of Population California’s Population in 1960:  California’s Population in 1960 Baby Boom California’s Population in 1980:  California’s Population in 1980 Baby Boom California’s Population in 2000:  California’s Population in 2000 Baby Boom California’s Population in 2020:  California’s Population in 2020 Baby Boom Today’s Agenda:  Today’s Agenda Large Trends The Impact of California’s Fiscal Crisis However, California Faces a Fiscal Crisis:  However, California Faces a Fiscal Crisis Capital gains and stock options bubble Internet Boom Produced Capital Gains and Stock Options Revenue:  Internet Boom Produced Capital Gains and Stock Options Revenue Tax Revenue Fell Sharply When Bubble Burst:  Tax Revenue Fell Sharply When Bubble Burst The Structural Problem:  The Structural Problem California’s Fiscal Crisis Has Impacted the UC Budget:  California’s Fiscal Crisis Has Impacted the UC Budget State Budget Cuts Create Gap of $2,470 per UC Student:  State Budget Cuts Create Gap of $2,470 per UC Student Short Term Versus Long Term:  Short Term Versus Long Term Cycles: California Had Financial Problems in Early 1980s and 1990s Costs to Universities Have Risen Steadily:  Costs to Universities Have Risen Steadily UC Spending Lagged Then Caught Up:  UC Spending Lagged Then Caught Up Short Term Versus Long Term:  Short Term Versus Long Term Cycles: California Had Financial Problems in Early 1980s and 1990s Better Funding When Economy Improves Fundamentals of California’s Economy Are Strong; Funding Should Improve Again Short Term Versus Long Term:  Short Term Versus Long Term Cycles: California Had Financial Problems in Early 1980s and 1990s Better Funding When Economy Improves Fundamentals of California’s Economy Are Strong; Funding Should Improve Again Lags: Faculty Hiring and New Buildings Lag behind Student Increases and Then We Catch Up at Enrollment Plateau State Dollars, Student Fees, and UC General Funds Are the Foundation:  State Dollars, Student Fees, and UC General Funds Are the Foundation Committed by Policy State Dollars, Student Fees, and UC General Funds Are the Foundation:  State Dollars, Student Fees, and UC General Funds Are the Foundation State Provides 60% of UC Core Support Today’s Agenda:  Today’s Agenda Large Trends The Impact of California’s Fiscal Crisis The Regents’ Benchmarks Maintaining Excellence :  Maintaining Excellence Enabling Factors Quality Excellent Research Maintaining Excellence Benchmarks of Quality:  Maintaining Excellence Benchmarks of Quality Enabling Factors Quality Excellent Research Slow Moving Indicators Maintaining Excellence Early Warning Indicators:  Maintaining Excellence Early Warning Indicators Enabling Factors Quality Early Warning Indicators Excellent Research Slow Moving Indicators UC Has High Persistence and Graduation Rates:  UC Has High Persistence and Graduation Rates Higher Four-Year Graduation Rates Mean Shorter Time to Degree:  Higher Four-Year Graduation Rates Mean Shorter Time to Degree Increase in Competitive Awards to UC Faculty:  Increase in Competitive Awards to UC Faculty Increase in Funding per General Campus Faculty Member:  Increase in Funding per General Campus Faculty Member Growth Is Due to More UC Faculty and More Federal $ Available:  Growth Is Due to More UC Faculty and More Federal $ Available Many Indicators of Strong Graduate Programs:  Many Indicators of Strong Graduate Programs Of the 261 doctoral-granting universities in the U.S., only 61 are members of the prestigious American Association of Universities (AAU). 6 of the 8 UC campuses eligible for the AAU are members. In spite of being small and young, UCR and UCSC are in top 15 on Graham/Diamond ratings. Of the top 12 universities on the NRC rankings, 3 are UC campuses. Of the 229 rated UC programs, more than half were in the top 20. First UC Benchmarks:  First UC Benchmarks Slow Moving Indicators Graduation rates for undergraduates Research funding Rankings of departments and programs Early Warning Indicators Undergraduate enrollment Graduate enrollment Faculty salaries Staff salaries Academic/Support services Financial aid Graduate student support Facilities 2002 Are We Still on Track?:  Are We Still on Track? Slow Moving Indicators Graduation rates for undergraduates Research funding Rankings of departments and programs Early Warning Indicators Undergraduate enrollment Graduate enrollment Faculty salaries Staff salaries Academic/Support services Financial aid Graduate student support Facilities 2005 2002 Faculty Salaries Are 10% Below the Comp 8 Average:  Faculty Salaries Are 10% Below the Comp 8 Average We May Not Be Able to Catch Up in the Near Future:  We May Not Be Able to Catch Up in the Near Future Funding for Staff Salaries Has Fallen Below Market:  Funding for Staff Salaries Has Fallen Below Market Funding for Staff Salaries Has Fallen Below Market:  Funding for Staff Salaries Has Fallen Below Market Inadequate Resources: Less Funding for Academic/Support Services:  Inadequate Resources: Less Funding for Academic/Support Services However, UC Has Leveraged the Power of the Multi-Campus System:  However, UC Has Leveraged the Power of the Multi-Campus System The New Compact with Governor Schwarzenegger:  The New Compact with Governor Schwarzenegger Ends Four Years of Budget Cuts and Provides a Floor for Future Budget Increases Provides Operating Funds for Enrollment Growth and Salary Increases. Continues the Current Level of Capital Funds for Our Facilities Contains a Schedule of Fee Increases So That Students and Parents Can Plan. Raises Financial Aid to Insure Access for Low-Income Students Includes Accountability Elements for Student Enrollment, Timely Graduation, Faculty Workload, etc. Today’s Agenda:  Today’s Agenda Large Trends The Impact of California’s Fiscal Crisis The Regents’ Benchmarks Role of the Budget Office UCOP Budget Office Responsibilities :  UCOP Budget Office Responsibilities Internal Budget Consultation:  Campus Academic Senate Groups Campus Student Body Campus Community Chancellors/ Campuses Internal Budget Consultation The Regents’ Budget:  2006/2007 Budget for Current Operations University of California Office of the President November 2000 The Regents’ Budget Annual Capital Outlay Funding Needs:  Annual Capital Outlay Funding Needs Growth-Related Projects Existing Facilities UC Needs More Than $600 Million per Year through 2010 Negotiating the Budget:  Negotiating the Budget President Office of the President Budget Development:  Budget Development UC Drafts Budget Request January July Year 1 President Meets with Dept. of Finance Regents Approve Budget Request Governor’s Budget Leg. Analyst Recommendations Subcommittee Hearings Budget Negotiation:  Budget Negotiation UC Drafts Budget Request January July Year 1 President Meets with Dept. of Finance Regents Approve Budget Request Governor’s Budget Leg. Analyst Recommendations Subcommittee Hearings Conference Committee Senate and Assembly Approve Budget Bill Line Item Veto and Gov. Signature Budget Management:  Budget Management January July Year 2 UC Expends Funds UC Expends Funds Fiscal Closing Allocations to Chancellors:  Allocations to Chancellors 1996-97 UC Budget Initiative Changed Internal Budget Allocations Budget Management:  Budget Management January July Year 3 Reporting / Accountability for Results Fiscal Closing Summary:  Summary UC is more important to California than ever before. UC faces a decade of exceptional growth. Quality must be protected if this valuable public asset is to be an engine of economic growth. Resources are essential for quality but early warning signs are pointing in the wrong direction. The new Compact ends four years of budget cuts and provides a floor for future budget increases. California is well positioned for economic competitiveness later in the decade.

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