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$7,998,409 reduction from 2003-04 budget

All Divisions (01-May-04)

Impacts on campus functions resulting from reduced investment in personnel

Instructional (teaching, direct delivery of instruction)

1. Unfilled Tenure Track positions (19) will eliminate 153 course sections per year.
2. Inability to hire needed lecturers and graduate assistants will eliminate 362 course sections per year.
3. Serving students with reduced sections requires average section sizes to increase and is likely to result in fewer written course assignments
4. Reduced course offerings will impair student progress toward graduation, offer fewer elective choices, and require students to select sections at less convenient times.
5. Restricted offerings and limited personnel will make professional accreditations much more difficult to achieve.
6. Loss of student assistants will reduce support for large class sections, remedial instruction, department operations, and collaborative scholarly activity.
7. Heavy workloads and loss of assigned time will make scholarly activity and will significantly impact faculty professional development and scholarship
8. Reduction in graduate assistants will negatively impact the delivery of instruction & scholarly activity.

Academic Support (services, programs that directly support academic programs)

1. Elimination or significant reduction of AV deliveries to classrooms
2. Closing of one student computer lab
3. Reduction in access hours for remaining computer labs
4. Lengthened response time for technical problems in TELS, computer labs, campus network and AV equipment
5. Reduction in number of media projects accepted
6. Reduction in student staff performing tutoring and peer mentoring.

Student Services and Programs (services & programs that support student enrollment, learning and development)

1. Reduce Cashiering Services operating hours by 7 hours a week. The office will close at 4 pm, four days a week, resulting in 70 less individuals served at the counters on those days. There will be longer wait times for students, faculty, and staff from service backlogs.
2. Reduction in timeliness and quality of enrollment related processes;significant impact on recruitment, retention and the quality of the students' educational experience.
3. Elimination of overtime and reduced ability to manage peak enrollment processing cycles (admissions, evaluations, grad checks, etc.)
4. Reduced capacity to provide AV and media production services to non-instructional programs
5. Reduced capacity for providing students with computer training
6. Reduction and elimination of some student-focused programs and services.
7. Reduced phone and front office coverage in Student Affairs; reduced hours of operations in many departments.
8. Elimination of the Community Service Officer (CSO) program.
9. Significant reduction in campus and group tours.
10. Reduction in police officers; reduced police presence/visibility.
11. Forty percent reduction in outreach activities with decrease in visibility/image of the University;negative impact on student access.
12. Reduction in enrollment data analysis and reporting.
13. Increased risk of error and compliance with federal and state regulations.
14. Reduced service levels; decrease in ability to support special projects/targeted liaison activities.
15. Reduction in ability to move forward with scholarship development.
16. Significant reduction in staff training and development.
17. Reduction in counseling services when demand is increasing.

Institutional Support (campus wide business, personnel, safety, infrastructure services and programs)

1. Reduce service response times from Human Resources, Payroll Services, Risk Management, Environmental Health and Safety, Accounts Payable, Procurement, Graphics, Facilities Management Customer Center, and Facilities Management operations. Delays will be experienced in the processing of leave accruals and benefit changes. Delays in payments to vendors will result in increased calls to originators about status of disbursements. Smaller value acquisitions of goods and services will be delayed. Response to facilities service calls will take longer.
2. Prolong project and task completion times for users from days to weeks. Implementation of facilities work orders will be delayed. Graphics projects will take longer to finish.
3. Reduce HR and Payroll Customer Service operating hours by 2 hours each day. There will be 60 fewer individuals served each day, resulting in longer waits from service backlogs.
4. Reduce the amount of no-cost copying and graphics/publication for departments.
5. Discontinue the issuance of travel advances to all faculty and staff.
6. Discontinue the lease of vehicle program.
7. Discontinue issuing revolSing fund checks in lieu of paychecks when pay documentation submitted late.
8. Time and attendance reporting capabilities via Peoplesoft will take longer to produce.
9. Employees will have to obtain clearances from certain departments themselves when separating from the university.
10. Prolong processing time for recruitment and hires from 3-4 days to 10-15 days.
11. Discontinue mailing job applications, maintaining the job telephone line, and answering personal inquiries, causing 10,000+ applicants per year to use the HR website for information.
12. Eliminate desktop support services for staff in other divisions
13. Reduce timeliness of responses to all technical problems (network, email, computer systems) including security incidents, viruses, worms
14. Reduce deployment of additional web-based services
15. Reduce training for central technical support staff
16. Reduce investigations and analysis of new campus technology solutions
17. In smaller units will require office closures throughout the year.
18. Reduction in service response time & potential shift in work load.
19. Reduced efficiencies in operations and infrastructure of administrative and program offices.
20. Decrease in annual fund student callers thereby reducing the collection of cash gifts.

Operations and Maintenance (upkeep of the physical plant)

1. Significantly reduce maintenance of grounds, resulting in more trash and litter and untrimmed shrubs and grass. Non-critical repairs and maintenance work will be deferred.
2. Reduce custodial services to once every two weeks. Office personnel will have to clean and remove trash themselves if a more frequent cycle is needed.
3. Estimates for voice and data wiring will take longer to produce