Budget Planning and Analysis

Functional Responsibilities

  • Develop annual budgets for various units including Central and Academic
  • Assure consistency between planning and financial outcomes
  • Continually refine institutional information systems
  • Develop, implement and monitor financial control initiatives
  • Reduce redundancy and inconsistency in budgetary systems and processes
  • Develop performance dashboards and all-funds perspectives
  • Proactively adjust to university taxonomies

Budget Planning Overview

General Fund FY20 Budget

University General Fund

  • Revenue - $1.45 Billion
    • Tuition and Fees: 72.7%
    • State Appropriations: 20.1%
    • Other University Funds: 7.2%
  • Expenditure - $1.45 Billion
    • Labor: 2.7%
    • Supplies, Services and Equipment: 32.4%
    • Academic and Related Services: 64.9%

Budget Framework

The following financial framework provides a planning mechanism for leadership to identify priorities and estimate funding over a multi-year horizon –

  • Incremental budget framework for most units
  • Utilizes an ongoing budget that includes both recurring and non-recurring components
  • Recurring elements include:
    • Programmatic investments
    • Annual reallocations
    • Salary increments
    • Supplies and services increments
  • Activity-based allocations provided for revenue generating activity and include:
    • Off-campus/online credit instruction
    • Indirect cost recovery
  • Significant institutional activities, separately planned for, include:
    • Financial aid
    • Fringe benefits
    • Utilities
    • Differential programmatic investments

Budget Considerations

General Fund Revenue

  • State Appropriations
    • State (economy and) actions
  • Tuition
    • Size and composition of entering class
    • Core and professional college tuition rates
    • Debt levels
  • Investment and Other Income
    • Market performance for sustainability and adjustment
  • Research Facilitation Pass-Through
    • Federal budget impact on indirect cost realization
    • Ability to sustain 3% growth projection for research facilitation pass-through
  • Revenue-Based Initiatives Pass-Through
    • Pass-through revenue projections


General Fund Expenditure

  • Employee Compensation
    • Faculty – shifting balance from salary to compensation
    • Monitor peer group – target median
    • Increases per bargaining agreements
    • Health care and salary increment trade-off
  • Supplies and Services
    • Cost of inflation
  • Financial Aid
    • Build and sustain non-resident student population
    • Assess aid needs as policy changes – need-based, merit-based, etc.
  • Benefits
    • Transition of health care plan design, market and legislative environment, etc.
  • General University Operations
    • Planning profiles submissions
    • Strategic priorities
    • Critical space and capital projects
  • Revenue Based Initiatives and Research Facilitation Pass-Through
    • Monitor evolving policy changes
    • Fund annual performance amounts
  • Program Efficiency and Reinvestment Funds (PERF)
    • One percent (generally) efficiency factor assessment on units annually
    • Reallocate PERF to university wide strategic initiatives 


Providing financial aid, academic opportunities, and value

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Enhancing a culture of high performance, guiding future plans, expanding top programs and research

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Building value


Increasing efficient operations, sustainable decision-making, energy and healthcare savings

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Driving the knowledge economy, attracting talent, improving quality of life

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