Facilities, Finances and Human Resources

Facilities, Finances and Human Resources

The working group has prepared an analysis of the revenue and expense impact of a campus residential occupancy rate of 60%. The group’s focus is on areas that are most impacted – residential life, auxiliary enterprises, facilities and additional COVID-19 costs. The current FY21 operating budget had projected spring operations essentially as normal; therefore, this analysis is based on significantly lower-than-normal housing and meal plan populations with notable negative auxiliary revenue impacts. The working group discussed but did not project any potential decreases in enrollment for the Spring Semester.

60% Students Returning to Campus

This would result in a total net loss to campus of $30.6M for Spring Semester. This would also bring the cumulative FY21 deficit to $40.9M for the entire fiscal year.

  1. Residential Life: The 60% student scenario requires all residence halls to be open for assignments and quarantine and isolation space (7%)
    1. Reduction of $15.5M in net revenue
    2. Minimal custodial and maintenance savings due to campus-wide use of residence halls and campus activity across campus
    3. Reductions in Residence Education costs of $2M
    4. Net $13.5M loss to campus
  2. Auxiliary Enterprises: Three Dining Commons and Campus Center operations
    1. Reduction of $27.5M in net revenue
    2. Reduction in personnel costs of $10.7M
    3. Reductions in non-personnel costs of $11.7M
    4. Net $5.1M loss to campus
  3. Other Facilities and Maintenance Costs:  Many more buildings would be opened to increase face-to-face instruction and study/breakout space for students. This also presumes that the Du Bois and Science libraries, Recreation Center, Boyden/Football Performance Center, and Isenberg are all open. Other areas in Facilities and Campus Services would remain at reduced levels.
    1. Reduction of $1M in maintenance and custodial costs compared to a normal spring
  4. COVID-19 Related Costs
    1. Increased testing for sample collection operations and testing costs for the Broad Institute and IALS Clinical Testing Center of $10.5M
    2. Increased cleaning costs of $2.6M
  5. Academic Costs: There may be additional sections or resources needed to provide instruction in a de-densified manner. Funding level to be determined.
  6. Other Resources:  Expect the need to address areas that have experienced stress during the Fall Semester (e.g., International Programs Office, Off-Campus Student Life, Center for Counseling and Psychological Health). Funding level to be determined.

Key Human Resources Considerations

  1. While at 60% occupancy the campus will bring back more staff, there will not be a full return to normal staffing levels. Even if additional state appropriation funds become available, the campus would still have a substantial deficit and need to manage Spring Semester finances very prudently.
  2. The campus will again need to undertake an analysis of which staff members should be present on-site for Spring Semester. To enhance safety, remote work should continue as much as possible, limiting the size of the on-site workforce. Work spaces should be utilized as cost effectively as possible.
  3. The campus will bring back staff sufficient to operate residence halls and dining facilities at 60% capacity.