Budget Questions and Answers Prior to 11-10-10 | The Evergreen State College

Budget

Budget Questions and Answers Prior to 11-10-10

Questions since 11-10-10

Is it possible to consider leasing space from UW Tacoma, instead of our current site in an effort to reduce costs?

Options for reducing the Tacoma lease and operating costs have and will continue to be explored. Discussions with the current and prospective new landlords have begun. A cost/benefit analysis for any new site is necessary given that the current location was designed and constructed specifically to meet the programmatic needs of the Tacoma program. If a new location that meets the programmatic needs at a lesser cost is identified, the timing of the move will not coincide with the current 09-11 budget reduction plan due to existing lease terms and the likely need to either build or remodel the new facility. 

Source: Walter Niemiec, Associate VP for Academic Budget & Financial Planning;  John Hurley, Vice President for Finance and Administration
Date: 5-6-09

Is Evergreen extending the option for exempt employees to offer "voluntary layoff?" 

If an exempt employee wanted to volunteer to be laid off that would be an individual decision and discussion between the employee and their supervisor. A voluntary furlough would not be called for or considered at this time. 

Source: Holly Joseph Colbert, Executive Associate to Vice President for Finance and Administration
Date: 5-6-09

Are cuts to classified positions determined by seniority?  What protocols must be followed when eliminating a classified position?

The cuts are determined by continuing need for specific position/s. When it is determined to cut a position then the right to another position in the layoff unit is based upon seniority and the skill and ability of the individual. Article 33 of the collective bargaining agreement describes the process for retaining employment with the college once a position disappears as the result of a budget reduction. 

Source: Allen Toothaker, Associate VP for Human Resources
Date: 3-20-09

How much is Evergreen currently spending on CAB building renovation and how much are we spending on Library building renovation?

The estimated, inclusive cost for CAB building renovation is $20.5 million.  The final cost for the library building, Phase II is $24 million.  Please refer to this question also:  What if we stopped our capital projects (e.g. CAB construction) – could we use that money to save jobs? 

Source: Paul Smith, Director of Facilities Services
Date: 3-20- 2009

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    • Consultation is necessary at all levels.  The vice presidents and president will seek both input and feedback and provide periodic communication throughout the process.
    • After thorough consultation, the ultimate responsibility for decision making and budget recommendations lies with the vice presidents and president and approval authority rests with the Board of Trustees.
    • Decisions cannot simply shift negative impacts from one division to another (e.g. cutting resources in one area that need to be made up or paid for in another).
    • Although layoffs may be necessary given that Evergreen’s budget is primarily salary and employee benefit costs (84%), we will work to mitigate job loss, to provide as much notice as possible in the event of a potential layoff and to provide services such as employment placement and career counseling to community members directly affected by layoffs.
    • The Governor proposed her budget on December 18, 2008.  This provided the first formal indication of the state’s higher education budget.
    • The Legislature convened January 12, 2009 and will build its budget based on the March 2009 revenue forecast and will finalize that budget by the end of the legislative session (anticipated to be late April, but no longer than June 30, 2009). This will provide the definitive state budget for higher education.
    • The new budget will take effect July 1, 2009 and run through June 30, 2011.
    • The Governor and Legislature will set the budget levels and expectations for Evergreen.  This may or may not include specific actions or restrictions Evergreen must implement to address budget shortfalls.  We are encouraging the Governor and Legislature to set the budget and leave us the flexibility to determine actual budget actions.
    • On campus, the vice presidents will seek input from the campus community, consult with their budget coordinators and each other and propose specific budget actions to President Purce, based on the budget levels determined by the Legislature.  President Purce will finalize the budget proposal in May and present it to our Board of Trustees for ultimate approval in June.
    • Since then, each vice president has been gathering ideas for reductions in services and programs, work reorganization and revenue enhancements on a divisional level. The vice presidents will continue to gather ideas into January and February.
    • In November and early December, the vice presidents began developing preliminary budget scenarios to respond to potential cuts of five, 10 and 15 percent.  In an effort to assess the magnitude of budget actions needed to address various scenarios, all options are on the table (1-09).
    • Beginning in December, the Strategic Enrollment Management Group started assessing possible tuition and financial aid impacts of the Governor’s budget proposals, including impacts of various tuition scenarios on affordability, access, recruitment and retention. The group will make recommendations to the vice presidents regarding maximum levels of tuition increases.
    • Between December and March, the vice presidents will confer, consider additional feedback from campus constituents, and refine budget scenarios to respond to possible cut levels.  This stage will include both campus communication and another campus meeting opportunity (for information, questions and feedback). The intention is to have well thought out scenarios ready when the Legislature determines actual funding levels in the spring.
    • The vice presidents will propose a budget to President Purce after the Legislature confirms the higher education budget in the spring.  President Purce will review the proposals and forward a final budget to the Board of Trustees for their review and approval prior to June 30, 2009.
    • Apply your creativity and share your ideas here at the college.
    • Engage in personal efforts to save resources in your work area.
    • Support one another across departments and across campus as we work through these challenging circumstances brought on by current state and national economic conditions.   

  • FAD proposes cuts to TSS that would eliminate technical support for Mac users.  How much does technical support for Mac users cost (it's not on a separate line with a defined cost).  How much does TSS spend on technical support for PC users?  Would Academics have to pick up the Mac technical support costs, since most Mac users (I suspect) are in Academics?  How much would it cost to contract Mac tech support out?

    It has been estimated that TSS workload might be reduced by approximately 1 FTE by narrowing the number of operating systems and/or hardware platforms supported on campus.  At this point, however, this is a pure fiscal assessment and does not take into account what is practical within our academic environment.  Elimination of any service in TSS is likely to result in a cost increase elsewhere and simply shifting work from one division to another does not achieve savings.  Contracting out the work may violate our contract with the employee’s union, is estimated to be more expensive and would likely result in significant delays in obtaining service.  While support for Mac computers was offered as an example, Academics and FAD are continuing to discuss options for reducing workloads while maintaining a priority focus on teaching and learning.  The Mac illustration has all the complications you noted.  So we’re continuing to work together to identify solutions that will meet the most needs with the resources available.

    Source: Aaron Powell, Director of Computing and Communications
    Date: 3-2-09

    If Academic Computing is going to manage the CAL, an academic facility, isn't it time now to seriously consider moving Academic Computing itself into the Academic Division, instead of having it remain under the aegis of Finance and Administration?  Would coordinating all academic computing facilities and staff (including that of the Library, Media and Photo), result in some cost savings and other efficiencies?

    A simple shift of staff and work from one division into another does not, in itself, create efficiencies.  A broader analysis of how and what technology is maintained and supported should be the starting point in determining where efficiencies can be brought.  At the cut levels that the institution is being asked to consider, we must reduce services in areas to allow us to reduce operating costs through reductions in workforce or materials.  If we can envision a better model of how to create efficiencies and/or reduce services to meet our institutional objectives, then we can and should identify the best organizational structure to fit the model   We all need to understand that the divisional lines between groups are only lines on paper, and in and of themselves are not barriers to functionality. 

    For example, although there is a clear divisional line between Academic Computing (FAD) and the CAL (Academics), for over a year and a half these workgroups have developed a work relationship based on a common vision, by identifying common tasks and eliminating redundancies.  This formalized partnership of sharing work across divisional lines has redistributed duties and responsibilities and yielded efficiencies.  This type of work needs to be applied to other areas of campus technology support as well. 

     Overall, it’s the coordination of effort, rather than a focus on redrawing organizational lines, that’s most likely to give us the results we need.

    Source: Aaron Powell, Director of Computing and Communication
    Date: 3-2-09

    I heard a rumor that there’s a proposal to completely cut all performing arts programs at Evergreen.  Is that true?

    No. There is no scenario being considered that would eliminate performing arts from the Evergreen curriculum.  The only scenarios currently on the table suggest a possible reduction of technical support for performing and visual arts staff and/or facilities of 10-25%.

    Source: Don Bantz, Provost
    Date: 3-2-09

    Capital funds (e.g. for buildings) come from bonds that the state sells.  The state uses its physical assets to secure the bonds.  Operating dollars come from state revenue (e.g. taxes).  We’re facing our current budget challenges because state revenue is down.  

    To think about this in everyday terms, consider how buying a car is different from buying groceries.  We use our paycheck to buy groceries (similar to state revenues) and we borrow money from a bank to buy the car, securing that debt with the physical asset, the car (like the state bonds).  A bank would not loan us money to buy groceries since there would be nothing for them if we defaulted on the loan. So money loaned to the state for capital projects has to be used for that purpose.

    Source: John Hurley, Vice President for Finance and Administration
    Date: 2-27-09

    Recently we received a question from an employee who was extended a moving allowance to take a position at Evergreen within the last year and then subsequently was told their position may be eliminated.  The question was whether the moving allowance would need to be paid back.

    The question is very specific to the particular individual.   If you are this individual, please email Jason Wettstein at wettstej@evergreen.edu  so we can get more information on your specific situation and suggest options for gaining an answer.

    Source: Jason Wettstein, Media and Community Relations Manager
    Date: 2-26-09

     It’s difficult to assess the cuts various divisions have made without seeing their original budgets and being able to compare them to each other.  When can we see this information?

    Sorry about the delay.  The original 2008-09 budgets for all divisions are now posted on this Web site.  The budget for Academics was posted previously.  The others are posted under 2008-09 Divisional Budgets.

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 2-26-09

    Can we shift money gained from parking tickets or parking passes into other areas of budgetary need?

    No. Washington law and therefore funds generated by parking passes and tickets must remain in parking services. Funds are used to support maintenance of the parking lots, requests for vehicle jump starts and unlocks, and commute trip reduction programs, among other related services.

    Source: Susie Seip, Parking Supervisor;  Art Costantino, Vice President for Student Affairs
    Date: 2-26-09

    Shouldn’t we be spending some of our Government Relations time on the prospect of increasing taxes to provide more money for higher education?

    Our primary focus with the Legislature is to tell Evergreen’s story.  One part of that effort is to build up their awareness of our unique contributions to the higher education system, the students we serve and the value we deliver to those students and the state overall. A second part of the effort is to clearly explain the losses that will be associated with budget reductions – losses in service to students, number and types of students served and value to the public, both educational and economic.  It is clear to us that legislators understand the choices they face: suffer these losses, make even deeper cuts somewhere else or raise revenue through tax changes. It is their role to decide which approaches, or combinations of approaches, will best address the budget challenges. 

    Source: Julie Suchanek, Director of Government Relations
    Date: 2-26-09

    I am concerned about the effect budget cuts may have on student employment. Will students who already have jobs on campus experience cuts?

    Yes, student job loss is one likely effect. Many of the budget scenarios cut back on non work-study employment. When academics, for example, talks about a 15 percent cut in student wages, they do not mean a cut in student pay, but a reduction in the number of student workers. Thus, Evergreen will likely employ 15 percent fewer students if this cut comes to pass. There would be an effort to preserve the jobs of students on federal work study as a priority in this situation, but there is no guarantee that these jobs would be preserved as financial aid levels in support of federal work study are yet to be determined. As for the effect on students in this academic year, the scenarios are for next year and beyond. At this point, plans would not affect students employed in the current school year.

    Source: Steve Trotter, Executive Director of Operational Budget and Planning; Walter Niemiec, Associate Vice President for Academic Budget
    Date: 2-25-09

    Can we create a Staff Advisory Panel on the budget as a parallel to the Faculty Advisory Panel?

    The role of the Faculty Advisory Panel on the Budget is to provide information, ideas and feedback to the Provost (the leader of their division) to help in the budget decision making process.  The Provost then brings those ideas to the wider campus discussion with the other divisions.  As individuals, all staff members have been invited to attend team, divisional and campus-wide meetings, make suggestions, ask questions and provide feedback (to their managers, directors, vice presidents and others).  Given that each person already has a chance to offer advice on the budget through these channels and classified employees also have a voice through their union, there’s no plan to create a staff advisory panel on the budget.  The vice presidents and president are considering input from all corners of the college as they work toward solutions to the budget challenge.

    Source: Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 2-25-09

    If my position is eliminated when will my last day of employment be? June 30, 2009?

    It depends on when we know the size of the budget cuts for the college.Our goal is to let individuals know as soon as possible that their position is being eliminated and what the end date will be. We are not able to provide specific time lines given the current lack of information about the size of the budget cuts. It is possible that a few positions may be eliminated prior to June 30. Some may not occur until after the beginning of the new biennium (July 1) if a transitional period is needed due to the nature of the work.

    Source: Allen Toothaker, Associate Vice President for Human Resources.
    Date: 2-25-09

    If Graduate programs are cut completely, what will be the impacts for the students who are one year into the Graduate program?

    Given this scenario, Graduate programs would phase out gradually to allow current students time to complete their degree.  Evergreen intends to continue to offer Graduate programs.

    Sources: Don Bantz, Provost; Walter Niemiec, Associate Vice President for Academic Budget; Steve Hunter, Associate Vice President for Enrollment Management.
    Date: 2-25-09

    Are those who make 50K+ still going to take a cut?  If not, shouldn't that be looked at before we start talking about lay-offs and furloughs?

    At this point no one has been asked to take a salary cut from current levels.  Cost-of-living increases for exempt and classified staff at all pay levels would be frozen under the Governor’s proposed budget and the recent freeze instituted by the Legislature. That would mean that classified employees could still get step increases (if they’re eligible) and exempt employees would get no increases at all (since they don’t have step increases).  From that perspective, exempt employees – many of whom may make more than $50,000 per year – are already subject to a “pay cut” compared to some of their classified colleagues. 

    Source: Allen Toothaker, Associate VP for Human Resources
    Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 2-25-09

    In considering tuition increases, what is Evergreen doing to understand impacts on students, including their decisions whether or not to come here?

    The Strategic Enrollment Management Group charged a subcommittee to look at tuition levels and potential impact on affordability and recruitment.  The subcommittee included the Associate Vice President for Enrollment Services, the Executive Director of Operational Budget and Planning and two academic deans.  The group looked at tuition trends at colleges and universities that share an applicant pool with Evergreen, literature from the college admissions field and other resources.  They also looked at past tuition increases at Evergreen and subsequent impacts on enrollment, especially for non-residents and graduate students.  In an effort balance revenue needs, affordability and relative pricing in the market – and based on the assumption of a 7 percent cap on tuition increases – they recommended a 7 percent increase for resident undergraduates (about $100per term), a 5 percent increase for non-resident undergraduates (about $250 per term) and resident graduate students (about $100 per term) and no increase for non-resident graduate students (because Evergreen is already priced on the high end for non-resident graduate tuition).  These increases are consistent with past increases at Evergreen and those at other institutions that share our applicant pool.  While this is the current recommendation, the actual increases could change based on changes in tuition caps or other changes in the budget picture. 

    Source: Steve Hunter, Associate Vice President for Enrollment Services
    Date:2-20-09

    Can’t we try to increase enrollment to address some of our budget challenges?

    In short, there may not be enough student demand to increase enrollments and expenses for increased enrollment would likely exceed the revenue generated. 

    Despite what the media may be reporting, student demand appears to be declining. So far this year we’re seeing a decline in both resident and non-resident applications – even with significant recruitment efforts.  And we’re not alone.  UW, for example, is also seeing a decline in resident applications.  So even if we wanted to increase enrollments (as the Legislature has required us to do in the past) we would have a tough time doing it.

    Any resident enrollment beyond our state budget brings only tuition revenue (no additional state funding).  So we would be generating more expenses and less revenue to cover that expense (basically a larger net loss) if we added resident students under current economic circumstances.  Non-resident enrollment brings a higher level of tuition revenue – probably about break-even levels compared to expenses – but out-of-state tuition (even at current levels) is becoming prohibitive for some families, so it will be even harder to recruit these students.  Since most of the new students we might recruit would be Washington residents, increasing enrollment above state contract levelswould likely make our financial situation worse, not better. 

    Source: Steve Hunter, Associate Vice President for Enrollment Services
    Date: 2-20-09

    Have any of the VPs indicated they are willing to take a voluntary pay cut to help ease some of the burden? I know the President has mentioned he intended to, but it would be nice to hear that those making the most here are willing to share more of the burden, especially when many of us will be facing lay-offs.

    The vice presidents have given considerable thought to pay, pay reductions and how to save as many jobs as possible. Much of this conversation has revolved around the idea of a furlough/unpaid time off (which would equate to a pay reduction for all affected employees). Any level of general furlough would apply to the vice presidents. In addition, depending on the magnitude of cuts we eventually find ourselves facing, administrators may need to consider additional unpaid days off for the highest paid employees, including themselves, to help balance departmental and institutional budgets. At the current projected levels of cuts, and assuming moderate tuition increases, everyone will be sharing the pain to some degree and the vice presidents will be no exception.

    Source: Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 2-20-09

    Would it be feasible to lease college land (or roof space) for a major cell phone tower?

    We are finalizing a request for proposals (RFP) to improve cellular phone service on the campus.  We hope to have that out soon.  As part of that enhancement we would need to provide space for a tower, if we get any proposals.  We will know more about the potential implications of an on-campus cell tower (for both improved service and possible revenue) when we have proposals in hand.

    Source: Paul Smith, Director of Facilities and Aaron Powell, Director of Computing and Communications
    Date: 2-19-09

    Will Student Activities face any cuts or is that under a different type of budget?

    Student Activities is funded by Service & Activity Fees, which is a separate funding source, and it is unlikely they will face significant cuts.  The S&A Student Board reviews budget requests and recommends a fee amount to the Board of Trustees that is intended to address the allocations they make to the entities funded by S&A Fees.

    For more about their process see: http://www.evergreen.edu/activities/sanda.htm

    Source: Wendy Endress, Executive Associate to the Vice President for Student Affairs
    Date: 2-18-09

    As so many of us continue to worry about what the future holds for us, I don't feel the "community" that is supposed to be the core of this campus. We have to hear second-hand what is happening in other divisions regarding cuts. The campus-wide forums are not giving us very detailed information. Are staff members allowed to sit-in on budget meetings in other divisions?

    The intention of the divisional discussions was to give each group a chance to learn about plans, share ideas and talk about group and individual impacts on a more personal scale.  That’s why there haven’t been campus-wide invitations to these meetings

    Budget scenarios for all divisions are now posted on this Web site and they generally reflect what’s been discussed at the divisional level.  More detailed information will be posted as the divisions have a chance to inform teams and individuals about specific proposed cuts that affect them. Given that the scenarios and plans are still evolving, and the actual level of state cuts is currently uncertain, many of those conversations have not yet occurred.  In the meantime, we’ll continue to do our best to keep you informed about budget planning across the college.

    Source: Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 2-18-09

    If my job position is "eliminated," will I be able to receive unemployment?

    For most people the answer is yes if you meet certain basic criteria (e.g. must work at least 680 hours in your “base year”). For a more detailed answer, and the specific criteria used, see the Washington State Employment Security Web site: http://www.esd.wa.gov/uibenefits/apply/eligibility/am-i-eligible.php

    Source: Allen Toothaker, Associate Vice President for Human Resources
    Date: 2-6-09

    Have faculty been asked to vote on suspending their pay raise? Or at least a portion of their raise? If no one else on campus is receiving a raise, shouldn't they bear a little of the burden as well? Academics 08-09 Budget = $29,005,566. 62% of that budget = $17,893,450 (faculty salary & benefits)

    Faculty pay raises are stipulated in the recently concluded collective bargaining agreement (CBA) with the United Faculty of Evergreen (UFE). Any action or exploration of this idea needs to be raised by faculty members and occur through the official representatives of the UFE.

    That said, it is important to distinguish between the Governor’s proposal to freeze future cost of living increases and the past increases granted to classified, exempt and faculty employees. No employee group on campus has been asked to give up past increases. The faculty deferred their increases over the past two years while negotiating their contract. So their recent raises are part of the round of increases that classified and exempt staff received over the past two years. To keep things focused on the same time frame among all employee groups, any choices the faculty and their union would make would be for wage increases scheduled for 2009-10 and 2010-11 (the same time frame as what the Governor has proposed for other employees); not their raises for 2008-09 and past years. A choice to change their 2008-09 increase would be more than is being asked of other employee groups.

    It’s also important to remember that the legislature will set our actual state funding levels, in large part determining the funding for future salaries and benefits.

    Source: Steve Trotter, Executive Director of Operational Budget and Planning and Allen Toothaker, Associate Vice President for Human Resources
    Date: 2-10-09

    Is there a list that shows names of all faculty and the amount of credit (FTE) that they generate? Is this information public?

    The normal unit of analysis for faculty workload (in terms of students enrolled and total credits) is the program, not the individual faculty member. I use program enrollments and contract loads to monitor and manage faculty workload on a quarterly basis. Given the focus on the programs, there’s not a list that shows the names of all faculty and the credit they generate.

    Source: Paul Przybylowicz, Curriculum Dean
    Date: 2-6-09

    If the College implements voluntary or mandatory furloughs as a cost-saving measure, could we ensure that there is not an interruption in health insurance and other benefits for those employees on furlough?

    The intention with a furlough or temporary layoff would not be to impact health insurance benefits at all (e.g. keep your health insurance). We have not finished the research to determine possible minor impacts for a few employees on other types of benefits (e.g. retirement contributions). Retirement contributions are a percent of salary and therefore contributions may be reduced for a short period of time. It’s possible that some benefits could be reduced slightly based on slightly lower income earned.

    Source: Allen Toothaker, Associate Vice President for Human Resources
    Date: 2-4-09

    I heard that there is possibility of closing the Tacoma Campus and Reservation programs currently in place as part of the budget cut. Is this a possibility, and doesn't this go against the college's mission?

    The college is considering many budget scenarios including scenarios to reduce staff and faculty across the college, reduce or eliminate student services, reduce efforts aimed at student recruitment and fund raising, reduce or eliminate equipment purchases, reduce or eliminate professional education, institute periods of unpaid time off (e.g. furloughs of one or two weeks), raise tuition, etc. The list of scenarios also includes possible reductions or even elimination of the Tacoma campus and reservation-based program. All of these choices “go against” the mission of the college to some degree. The challenge is to make the tough choices that together leave us in a position to best fulfill our mission in the long run. At this point no decisions have been made. If you have ideas for solutions that will help maximize our ability to fulfill our mission in these challenging economic times, please share them with your vice president or director, the Geoduck Student Union, or the Faculty Advisory Panel on the College Budget.

    Source: Don Bantz, Provost
    Date: 2-4-09

    If my job is "eliminated," what is my status - fired or laid-off?

    It would be the end of your appointment to the position due to budgetary reductions and not a firing.

    Source: Allen Toothaker, Associate Vice President for Human Resources
    Date: 2-3-09

    I was given notice that my job is at risk. Given this notice, is Evergreen going to extend a severance package to salaried/exempt staff who are "eliminated"?

    The goal is to give people as much notice as possible, but there is no monetary severance package envisioned. When an exempt position appointment ends, the individual would receive payment for accrued vacation time. We are also developing some support services for job hunting, access to computers, etc. The specifics of those plans have not yet been worked out.

    Source: Allen Toothaker, Associate Vice President for Human Resources
    Date: 2-3-09

    Might we be able to implement some type of voluntary furloughs or appointment reductions rather than eliminating full positions?

    Based on employee suggestions, we are actively exploring the possibility of furloughs (also known as “temporary layoffs”). We need to determine how much money they might save and specifically how they could be implemented. Our initial estimate is that a five-day furlough (five days off without pay) could save about $500,000 per year. A 10-day furlough would save about $1 million per year.

    For those affected, a five-day furlough would equate to a cut in earnings (salary or wages) of 1.9%. A 10-day furlough would cut earnings by about 3.8%. The trade off is an extra five or 10 days off.

    Given the size of the cuts we are currently facing (currently estimated at over $5 million per year), a furlough could help reduce the number of positions cuts – perhaps reducing the number by 7 - 10 positions across the college at the 5-day furlough level and 14 - 20 positions at the 10-day level – but would not be enough to eliminate the need to cut some positions.

    Source: Todd Sprague, Executive Director of Marketing, Communications and College Relations and Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-26-09

    I find myself looking for an unambiguous administrative vision that would serve as a touchstone for individual, unit and collective discussions and planning processes. Will a guiding vision be forthcoming or will we continue to struggle through as best we can individually?

    [Long version: Having participated in many budget cut exercises over the years, it seems to me that this time will be different for Evergreen. Past cuts seemed to have forced greater efficiency without fundamentally restructuring what we do. The size of this potential cut and the fact that past cuts have helped insure that we are focused on priorities means that our decisions may have to be more painful and, as a result, well-considered than in the past. To that end, I find myself looking for an unambiguous administrative vision that would serve as a touchstone for individual, unit and collective discussions and planning processes. Is it more important to preserve minimal services in all areas or eliminate some services so as to do a better job in others? Which areas are more critical to preserve? Are we actively seeking an institutional perspective in developing our plans or are we stalled in struggling with disparate personal or departmental interest? I sense a real hunger in my coworkers for the kind of vision that would take the focus off of “me” and place it clearly on “us” with a particular emphasis on students and their educational needs. I know that this kind of unambiguous vision would help me personally contribute to and accept hard choices. I suspect it would also fill a significant void for others as well. My question is this: will a guiding vision be forthcoming or will we continue to struggle through as best we can individually? Thanks for listening.]

    It’s difficult, if not impossible, to provide a completely unambiguous guide for addressing these budget issues. We have a number of core values and it is not easy to simply say that one is always more important than another. That said, the vice presidents are using the basic principles noted below. How they are defined may vary to some degree within each division, given the differing nature of the work in each area, but the basic foundation is the same.

    Principles for Prioritizing

    • Budget decisions should reflect the college’s commitment to teaching and learning in interdisciplinary/interactive programs and courses for a diverse community of students, faculty and staff.  At the same time, we need to focus on the needs of current and future students.
    • Given our history of previous budget cuts and years of ‘fine tuning’ of the college’s budget, there is no real way to address the reduction without careful consideration of what activities and services must continue to be accomplished within the context of a small public liberal arts college (determining what is essential to our mission).
    • Cuts should be prioritized rather than attempting to evenly distribute the entire reduction amount across-the-board.
    • Evergreen is not an island.  There are issues beyond the college’s control.  It is therefore critical to anticipate these issues as best we can and plan our reduction strategies accordingly.

    Principles for Participation, Communication and Decision Making

    Principles for Implementation

    Source: Todd Sprague, Executive Director of Marketing, Communications and College Relations and Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-26-09

    At what point will all of the divisions be communicating with each other so they can make intelligent decisions about what to cut? How can purely service organizations make decisions independent from the core mission and how that may be changing in Academics???

    Cross divisional discussions are critical. The vice presidents have already shared initial drafts of their divisional ideas and options for cuts of 5 and 10 percent with each other and are continuing to work on scenarios for 15 percent or more.

    While preliminary, this initial cross-divisional look has provided a starting point for discussion of how actions in a particular area could have implications in other areas. The goal of the initial look was to illustrate the magnitude and type of cuts that would be required to meet various budget scenarios. Some plans are more specific and others more general (e.g. categories of spending, but not necessarily specific positions or line items).

    Over the next several weeks, the vice presidents will continue to gather information and consider scenarios. A campus information and feedback session on the budget is scheduled for Wednesday, January 28 from 3-4 p.m. in the Communications Building Recital Hall.

    The vice presidents are also meeting within their divisions to talk through ideas at that level in more detail than they have to date. Based on this feedback and discussion at the divisional level, the vice presidents are scheduling additional time to compare ideas across divisions as the work progresses.

    Members of the campus community are encouraged to submit ideas via this Web site or directly to their manager or vice president, the Geoduck Student Union or the Faculty Advisory Committee on the Budget.

    In February, the vice presidents will be working to develop more definitive scenarios, incorporating ideas from the campus community. Between now and about the middle of March, they will present more of those specifics to the campus community.

    Source: Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 1-23-09

    What is the State’s timeline for budgeting decisions and implementation?

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    How is Evergreen approaching the budget process?

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    What’s happened so far?

    The college held an initial campus information session on the budget on November 3, 2008.

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    How big is Evergreen’s state-funded budget for the biennium?

    In the 2007-09 biennium, we received about $64 million from state appropriations.  Student tuition generated about $45 million more.  

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    How big will the cuts be?

    There are many unknowns, but based on the best information available today we are estimating a net cut of 10 percent (which includes an assumption of 7 percent tuition increases proposed by the Governor).   With that in mind, we are focusing on developing scenarios for cuts of 10 and 15 percent.  A 10 percent cut would equal about $10.5 million for the biennium, or $5.25 million per year.  

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    Will positions be eliminated?  

    Yes.  Wages and benefits for staff and faculty make up 84 percent of our budget.  To deal with a significant cut in our budget we will need to eliminate some positions.  

    If so, how many?

    There are too many variables to predict a number of position cuts at this point.  We will know more later in the process.  

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    When will the actual cuts take place?

    There may be some cuts in the current budget year, but the majority will occur on or after July 1, 2009 (the beginning of the 2009-11 biennium).  

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    At what point will people know whether their jobs are at risk?

    The goal is to give people as much notice as possible.  Some individuals already know their position is at risk and at what level of cuts it might be eliminated (e.g. 5%, 10%, 15%, etc.)  Given the number of uncertainties with the legislative budget process, other positions may be identified at a later date, but there’s still an intention to provide early notice to those affected.  Ideally all of those affected will be aware of the potential by March of 2009.  

    Source: Steve Trotter, Executive Director of Operational Budget and Planning
    Date: 1-14-09

    What’s being done to tell our story to the Governor and legislators to help minimize the budget cuts?

    Our Director of Government Relations, Julie Suchanek, is working closely with President Purce, the vice presidents, our Marketing and Communications staff, budget staff, faculty representatives, student representatives, the Council of Presidents, the Higher Education Coordinating Board and the other public four-year institutions to tell Evergreen’s story and make the case for adequate funding.  They are meeting with legislators and other state leaders, preparing materials to illustrate the impact significant budget cuts will have on students and the college, and working with the media.  Julie will provide weekly legislative updates via email and periodic legislative updates on campus.  In addition, as opportunities arise she will seek out students, faculty and staff that may be able to help us tell our story effectively (e.g. students from various parts of the state who can help us illustrate our statewide impact).  To learn more, contact Julie at suchanej@evergreen.edu or (360) 867-6453.

    Source:  Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 1-14-09

    What can we do as individuals and as a campus community?

    Source:  Todd Sprague, Executive Director of Marketing, Communications and College Relations
    Date: 1-14-09