fy 2015-2016 university current funds budget plan · 2015. 6. 23. · fy 2015-2016 university...

FY 2015-2016 University Current Funds Budget Plan

2 Cover Photography by Dan Davenport, UC Photo Services


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CURRENT FUNDS BUDGET PLAN Fiscal Year 2015-2016

Prepared by the Office of the VP for Finance | June 23, 2015


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TABLE OF CONTENTS Introduction ................................................................................................................... 6 Total Current Funds Budget Summary ..................................................................... 15 Undesignated General Funds – Uptown Campus .................................................... 20 Undesignated General Funds – Regional Campuses .............................................. 26 Auxiliary Operations ................................................................................................... 32 Designated General Funds... ..................................................................................... 39 Restricted Funds…. .................................................................................................... 49 Appendices Appendix 1 — Student Fees and Historical Data ..................................................... 54 Appendix 2 — Definitions Used Throughout............................................................ 63 Appendix 3 — Relationship to Financial Statements .............................................. 66 Appendix 4 — Other Sources for Important Information ........................................ 67 Appendix 5 — Uptown General Fund Operating Expense Increase Definitions ... 68 Appendix 6 — Budget-Building Process .................................................................. 69


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As UC continues to shape the foundation of its third century, one of the key areas of concentration is a focused, sustained investment in people – faculty, students, staff, and alumni. Recognizing this, it is important to note some of the individuals that have been selected to serve the University in some key areas over the past fiscal year.

Marshall "Chip" Montrose was selected to serve as Vice Provost and Dean of the Graduate School, effective August 1, 2014.

Dr. Montrose has provided exceptional leadership experience within the College of Medicine since joining the University of Cincinnati in 2004. During his tenure at UC, Montrose has served as Professor and Chair of Molecular

and Cellular Physiology and Interim Chair of the Department of Pharmacology and Cell Biophysics. He has been instrumental in leading the College of Medicine's interdisciplinary initiatives at the graduate level.

Prior to joining the University of Cincinnati, Montrose played an integral role in enhancing graduate education at Johns Hopkins University's School of Medicine and Indiana University's School of Medicine. At Johns Hopkins University, Montrose helped develop the school's first PhD program in Cellular and Molecular Medicine. At IU, Montrose re-envisioned a Biophysics PhD program by integrating new technologies and ultimately restructuring it to become a new Bimolecular Imaging program.

Denine Rocco joined UC and the Division of Student Affairs as the new Assistant Vice President & Dean of Students on October 6, 2014. Rocco has over 25 years of experience in Student Affairs and is working on her doctorate. Most recently, she has served at the University of Akron as the AVP & Dean of Students and Deputy Title IX Coordinator for Students. She also has Residence Life experience at Akron as well the University of Pittsburgh.

Anita Ingram was appointed as Assistant Vice President and Chief Risk Officer for the University of Cincinnati effective October 6, 2014 reporting to the Office of General Counsel.

INTRODUCTION The Fiscal Year 2015‐16 (FY 2016) University of Cincinna (UC) budget is presented to the Board of Trustees at a defining

moment for the university with the aim of shaping the founda on for the third century of the university as the 200th birthday

of this remarkable ins tu on approaches in 2019. This budget was built in response to numerous successes and challenges

with a strong emphasis on a vision for the future direc on of the university. It strives for more than stability and business as

usual. It con nues the effort to make the university be er and affirms the commitment to a ain new heights, while

con nuing the financial discipline, persistence, and vigilance displayed in the recent past.

The University of Cincinna con nues the transforma on of its budget process to an all‐university, all‐funds methodology.

The university u lizes fund accoun ng to budget and monitor the use of funds in accordance with the principles of the

Governmental Accoun ng Standards Board (GASB). Budge ng by fund enables the university to track the sources and uses

for each fund as is required to ensure compliance with internal and external restric ons. Fund accoun ng allows for

monitoring and tracking of different financial objec ves and allows for budge ng based on current funds (Uptown and

regional campuses), auxiliary opera ons, designated funds and restricted funds. Schedules categorized by func onal area

for these funds are presented in subsequent sec ons of this publica on. Compara ve budgets are included which contrast

the FY 2015 July 1st budget to the FY 2016 July 1st budget as recommended in this document. Following Board of Trustees

approval, the budget is modified throughout the year as changes in circumstances occur.

KEY PERSONNEL


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As an alumna of the University of Cincinnati this appointment marks a homecoming for Ingram, who earned both a Bachelor of Business Administration and an Associate of Pre-Business Administration degree from the University of Cincinnati, prior to earning her Master of Business Administration degree from Xavier University as well as a Master of Theological Studies degree from Southern Methodist University.

Ingram will manage the Office of Enterprise Risk Management by integrating risk responsibilities across the wide spectrum of hazard, financial, strategic, compliance and operating risks in a focused organizational unit, make all decisions on risk management issues that directly impact the strategic direction of the University, and prioritize the strategic risk management issues that directly impact the direction of the University of Cincinnati.

She brings nearly 25 years of enterprise risk management and budget experience in both the public and private sector. During her 18 years in higher education she proactively developed strategic partnerships internal and external to the organization that helped to propel the mission forward.

Thomas Freeman joined the University of Cincinnati Advancement Team within the UC Foundation as Vice President and Chief Financial Officer beginning October 7, 2014. As a Carl H. Lindner College of Business graduate and a former adjunct professor at UC, Tom's career has come full-circle - bringing him back to his beloved alma mater.

Freeman moved into the Vice President and CFO position following the retirement of Bill Henrich, who held the role for 27 years. Like Heinrich, Freeman will work closely with executive leadership to direct and oversee all financial operations of the organization.

After graduating with his BSBA in Accounting from Xavier University, Freeman earned his MBA from UC. He is a Certified Public Accountant (CPA) in the state of Ohio, serves on the board of the local Association of Legal Administrators and is an active member of the Greater

Cincinnati Chapter of Financial Executives International (FEI). He previously served as a National Board Member for FEI and was a past chair of the FEI Research Foundation.

Jyl Shaffer joined UC on October 27, 2014 as the new Title IX Coordinator. Shaffer has over 10 years of experience in Title IX and advocacy support in higher education. Most recently, she has served at the University of Houston as the Equal Opportunity Specialist. Not only is she experienced in higher education, but she has also worked with police departments, shelters, and non-profit organizations to support assault victims.

Jason Goodrich was appointed as Director of Public Safety and Chief of Police. He began service on November 3, 2014.

As the safety of our students and university community is of the highest priority, a comprehensive and highly selective national search was conducted to find someone uniquely qualified to lead our public safety efforts. The University's search committee was challenged to find someone with a strong criminal justice and campus policing background; a proven leader who values community input and can continue the positive momentum UC is experiencing to overcome the safety challenges facing not only the UC campus, but urban campuses across the country.

Goodrich holds a M.A. in Conflict Management and a B.A. in Criminal Justice and has earned over 2500 hours of law enforcement professional development and training. In 2011, he was awarded the Vanderbilt University Margaret Cuninggim Women's Center Mary Jane Werthan Award for contributions to the advancement of women at Vanderbilt on a systemic level.

As UC con nues to shape the founda on of its third century, one of

the key areas of concentra on is a focused, sustained

investment in people – faculty, students, staff, and alumni.


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Philip Taylor was appointed Assistant Vice President for Research: Strategic Implementation, effective December 1, 2014

In this new position, reporting to the Vice President for Research, Dr. Taylor will provide leadership, vision and direction for the implementation of UC's strategic research initiatives through President Ono's "Creating Our Third Century" effort and assist in implementing all aspects of the comprehensive research pathways that promote a research-centered campus environment.

He will also work collaboratively with the Office of the Provost to provide greater integration with the Office of Research in faculty research career development.

Taylor holds a Bachelor's degree in Chemistry from SUNY Oneonta and a PhD in Fuel Science from Penn State University. He joined UC's College of Engineering and Applied Science in 2014 as research director, responsible for proposal writing and research program development and increasing external research funding to the college. He has worked closely with faculty and department heads, leading and coordinating proposal development and coaching and training faculty and staff in grantsmanship.

Kenneth Petren was selected to serve as Dean of the McMicken College of Arts & Sciences, effective January 1, 2015.

Dr. Petren has provided strong leadership at the University of Cincinnati since his appointment to the faculty in 2000. He currently serves as Head of Biological Sciences, one of the college’s largest and most complex departments.

Petren is a first-generation college student who graduated from Princeton University and went on to complete a doctoral degree at the University of California at San Diego.

Petren understands first-hand the value of diversity and sees it as an essential element of excellence. He champions experiential learning, innovative pedagogy and interdisciplinary research collaborations and is sure to build upon the strengths of the McMicken College of Arts & Sciences and support its future as a vital, ambitious, innovative and diverse core of liberal arts and sciences at UC.

William S. Ball was appointed Senior Vice President for Health Affairs and Christian R. Holmes Professor and Dean of the College of Medicine effective April 15, 2015. He will serve in these roles for at least the next two years.

Previously, Dr. Ball was named Interim Vice President for Health Affairs and Dean on Nov. 1, 2014. The Board's current appointment elevates the Vice President for Health Affairs position to Senior Vice President. Dr. Ball is the right person to lead the College of Medicine and medical campus forward while mapping out a strategic plan for the future that is more comprehensive than ever. He is a respected and long-time member of the university community who is committed to working with UC’s partners and creating a strong Academic Health Center that meets regional needs with nationally prominent educational, research and patient care programs.

Dr. Ball will report to President Ono and work closely with Senior Vice President for Academic Affairs and Provost Beverly Davenport, PhD. He will continue to serve as the university's Vice President for Research until a search is completed for that position. That search is underway and is being chaired by Teik Lim, PhD, Dean of the College of Engineering and Applied Science.

Jeffrey C. Bauer was selected to serve as the next UC Clermont Dean, effective May 15, 2015.

For the past four years, Dr. Bauer has worked as the department chair of the college's Business, Law and Technology department, which encompasses 10 academic programs and serves more than 900 students. He is a professor of Management and Marketing.

An experienced consultant and expert in statistical analysis, Bauer brings a strong combination of academic and non-academic experience to his new position. After earning his Bachelor of Science in Business in Marketing from Wright State, he received his M.B.A. from the University of Dayton and worked as an analyst for the Dayton Power and Light Company for six years. He also operated his own consulting company before focusing on a full-time career in academia. In 2002, Bauer earned his Doctor of Business Administration from the University of Sarasota.


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Jennifer S. Bard was selected to serve as the next Dean of the College of Law at the University of Cincinnati, effective July 1, 2015. Professor Bard is the first woman appointed Dean of UC's 182-year-old College of Law.

A Yale JD who studied at Oxford and graduated from Wellesley, Professor Bard is an expert in public health and bioethics. She has a Masters of Public Health degree and a PhD in higher education. She will hold a secondary faculty appointment in the Department of Internal Medicine in UC's College of Medicine.

Bard currently serves as special assistant to the provost for academic engagement at Texas Tech University in Lubbock, where she is the Alvin R. Allison Professor of Law and directs the JD/MD program as well as the Health Law concentration program. She has also been a member of the faculty at the Texas Tech University Health Sciences Center and in the Graduate School of Biomedical Sciences. She is an elected member of the American Law Institute.

Patrick A. Kowalski was selected to serve as the next Vice President for Finance, effective June 1, 2015.

Since 2004, Kowalski has worked for the Mercy Health System in various senior leadership roles including Vice President for Finance and Special Projects, Chief Financial

Officer and Chief Operating Officer. He served as the Executive Sponsor in the Mercy Westside Replacement Project which created a single site hospital on 65 acres of land while consolidating two separate facilities.

Kowalski received a Bachelor of Science in Finance from Northern Illinois University as well as an MBA and Certificate of Public Health Administration from Keller Graduate School of Management. He has nearly 25 years of experience working in senior financial roles.

Tina Whalen was appointed as Dean of the College of

Allied Health Sciences effective July 1, 2015.

Dr. Whalen took on the role of interim dean at CAHS in July

2014; before that, she served as associate dean. She also

spent nearly eight years as head of the Physical Therapy

Department and Special Projects Coordinator in CAHS.

Whalen started her career at UC as a staff physical therapist at UC Hospital. Throughout her time here, she has taken on many leadership roles. She has served as director of Clinical Education for both the Physical Therapy and the Physical Therapy Assistants programs, and spent nearly 10 years as an independent physical therapist.

In addi on to the key personnel listed above and through investments made as part of UC’s Crea ng Our Third Century vision,

important strides have been made in faculty recruitment and success. These accomplishments are listed in the following

sec on.


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CREATING OUR THIRD CENTURY This year, UC has made bold strides in embracing the vision set forth by last year’s Third Century initiative, which distills and focuses prior planning documents already developed into a unified set of goals and objectives. The Third Century outlines institutional priorities and will help drive new investments, targets for the next fundraising campaign, the rollout of the master plan, the capacity for debt and other critical decisions. UC’s primary aim reinforces the core mission of teaching, research and community engagement in distinctive, differentiating ways. As established last year, the vision focused on a sustained investment in people—faculty, students, staff and alumni.

Key areas of concentrated Creating Our Third Century investments this year include:

INVESTING IN FACULTY AND STAFF

Investing in Faculty

Strategic Recruitment FY15

Nearly tripled the number of number of underrepresented minorities among new hires

Increased number of female new hires by 7 percent

Invested $1.2M in strategic and dual career hiring assistance across six colleges

Faculty Success

Invested $1M in faculty development opportunities

Launched Department Head Leadership Program

Launched Provost Fellows Program

Launched UC Women Lead, a reimagined leadership development program to support existing female faculty and staff ready for new leadership opportunities

Funded second year of Op Ed Project, focused on supporting and encouraging thought leadership among UC faculty

Created Faculty Career Awards to acknowledge service and leadership excellence

Refocused Center for the Enhancement of Teaching & Learning to support faculty eLearning initiatives, course redesign, innovation and assessment

Invested in study abroad course development and support initiatives

Investing in Staff

Staff Success

Leadership development, skills training and mentoring

Better pathways for career advancement

Competitive compensation to recruit and retain high-performing staff

Increased recognition and awards


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LEVERAGING RESEARCH

The emphasis in the future must focus on the integration of Pathways A&B and research with education and community outreach. Both Pathways A&B will become permanent advisory committees to the VP for Research and the University Executive Committee to ensure continuity of this effort.

Pathway A – Traditionally funded and unfunded scholarship in the Science, Technology, Engineering, Math, and Medicine (STEMM), Business, and Design disciplines

Pathway B – Research and scholarship in the Arts, Humanities and Social Sciences disciplines

Pathway C – Becoming a benchmark “Economically Engaged and Entrepreneurial University” is a priority

Initiatives

Develop the University of Cincinnati Wellbeing Initiative as an inter-disciplinary effort/coalition to promote and encourage innovative research frameworks that impact the wellbeing of individuals and communities both locally and globally.

Foster a more wide-spread culture of participation in entrepreneurial activity through the Technology Transfer/Accelerator Office which offers workshops, partners with CincyTech to conduct SBIR training and provides entrepreneur-in-residence one-on-one advising. The Technology Transfer/Accelerator Office is in the process of hiring a new staff person whose responsibility it will be to increase these types of efforts. UC does not have university-wide RPT criteria that include entrepreneurship recognition. Individual departments establish their own criteria. As of this time there are only a few instances of entrepreneurship being incorporated into RPT. There is early discussion of this issue and it is hoped that changes in RPT criteria may begin to include entrepreneurial recognition in more departments.

Identify areas for university research excellence which build on existing strengths and which provide the greatest opportunity for cross-disciplinary effort. Initial areas of excellence are the environment, analytics/information, sensing, health and manufacturing.

Create enhanced revenue streams for the university in support of the research enterprise. Provide additional funds for faculty development, pilot projects prior to grant submissions and provide bridge funding to sustain productive research in periods between external funding.

Progress has been made in this area over the last year through the hiring of grant writers and grant awards in various areas. Outcomes will be reported in the future.

REIMAGINING THE STUDENT EXPERIENCE

Undergraduate Experience

Increased enrollments of underrepresented minorities by 3 percent and out-of-state enrollments by 4 percent

Increased Service Learning course offerings by 30 percent, providing new hands-on, experiential learning opportunities

Increased enrollment in transdisciplinary UC Forward courses focused on solving real-world problems using skill sets from across colleges and disciplines

Launched and supported student initiatives focused on leadership development, safety, diversity, inclusivity and advocacy

Continued investment plan for Student Success Center which will connect student support services across campus

Increased study abroad participation by 32 percent

Improved student performance in Great Gateways courses (Biology, Math) with innovative pedagogies and new technologies

Reached record-setting $50 million annual co-op earnings

UC’s primary aim reinforces the core mission of teaching, research and community

engagement in dis nc ve, differen a ng ways.


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Graduate and Professional Student Support

Increased permanent funding for Graduate Assistantships by 4 percent

Invested in professional development focused on innovative teaching, learning and career prep for graduate students

Increased international graduate enrollment by nearly 150 students

Invested in graduate student housing partnership with local apartment complex

EXCELLING IN E-LEARNING

Leadership in E-Learning

Invested approximately $3M in renovations, infrastructure, digital tools, faculty development and instructional design initiatives

Launched eLearning Backpack Project to train faculty to incorporate new tools into instruction

Launched Canopy, new comprehensive eLearning ecosystem for entire University

Increased number of courses offered online to 17 percent, 3 percent above the national average

Increased fully online degree enrollment by nearly 20 percent

BUILDING THE RESOURCE BASE

Fundraising

Scholarships

Endowed professorships & faculty support

Program and research support

Spend Management

Efficiency initiatives

Space management

Divestments

Partnerships

Alumni

UC Health & Children’s Hospital

City, Region and State

OTHER UNIVERSITY HIGHLIGHTS Some additional key successes in FY 2015 at UC include: UC enrollment totaled 43,691 students on

all campuses in fall semester 2014, the

highest in the university’s 195‐year history. The 2014 fall semester freshman class on the

Uptown campus continued the standard of academic preparedness with an average ACT score of 25.5. UC’s record freshmen class totaled 6,658.

The number of UC students applying for graduation at spring commencement in April 2015 was 6,335 with 6,445 degrees awarded. This represented the largest spring semester graduating class and commencement ceremony in UC history.

In recent years, UC’s conservation efforts have saved enough energy to power approximately 3,500 average U.S. homes for a year, earning the university $2.5 million in rebates. UC earned more rebates from Duke Energy than any other customer in Duke's Ohio, Kentucky and Indiana Midwest territory.

FY 2014 total research funding including affiliates was $390M.

UC’s MBA program in the Carl H. Lindner College of Business improved 39 places to number 60 in the 2015 U.S. News & World Report rankings. The new ranking places the full-time MBA program 33rd among all public universities. UC’s part-time MBA program rose even more with a 69-place rise over the previous year. UC’s MBA program was also ranked the 31st Best Value in the Nation by the ValueColleges.com website.

America’s Blood Centers (ABC) selected UC

as the na on’s best School Blood Drive

based on the Hoxworth Center blood drives

held on campus during 2014.

The UC licensing program hit an all-time record in gross royalties over FY 2014, generating $863,861.


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Helping returning troops make the transition to college after serving in the military earned UC the designation of “Military Friendly School”. UC is among only 20 percent of the nation’s educational institutions to receive that title.

UC has begun work on the Scioto Hall renovation – the latest construction project in the past two years and part of an ongoing investment of more than $367 million in new and refurbished academic facilities. The Scioto renovation represents the first project at a public university to utilize green bonds. Other planned projects include: Academic Health Center renovations, the Blue Ash Building construction, the construction of a mid-rise building on the site of the former Sawyer Hall, and Dyer Hall/Teachers Hall renovation.

In an effort to con nue to improve campus

safety and security, the UC Police

department expanded to 51 officers by

swearing in 9 new officers in November,

2014.

UC launched a new mobile app, called LiveSafe, to enhance communications between UC Police, the campus and surrounding community.

UC ranks 129th among institutions identified as “National Universities,” a jump of 6 spots from the previous year, and ranks 63rd among public universities by U.S. News and World Report improving 27 places in the rankings over the past 5 years. UC’s emphasis on experiential learning also earned the university a place among 13 institutions cited for quality internships in a category called “A Focus on Student Success.”

Bearcat’s 100th Birthday—October 2014 brought the observance of the centennial of UC being known as the Bearcats.

UC ranked 191st in the world on the 2015 Leiden University Center for Science and Technology Studies rankings which measures the scientific performance of major universities worldwide.

Princeton Review’s guide to 353 Green Colleges 2015 Edition recognized UC among the nation’s top “green” universities for the 6th consecutive year.

More international students than ever traveled to UC for their education. In 2014-15, more than 3,000 undergraduate and graduate students journeyed from overseas to study in the university’s highly ranked programs. The record-breaking numbers of international students came from 118 different countries. Their experience here also led to UC’s high marks on the International Student Barometer (ISB), a measure that benchmarks international students’ views on a university’s performance against peers around the world. In the 2014 ISB, UC ranked 37th worldwide and number 7 among U.S. schools.

Chongqing University Joint Co-op Institute achieved full placement for its first class of engineering co-op students. All students participating in Chongqing University’s JCI program obtained engineering co-op positions for the university’s first available co-op term. Thirty-four students began their first co-op positions this year.

According to the millennial generation news site, PolicyMic, 12 universities nationwide stand out as already meeting many of the standards that President Barack Obama is advocating in his plans for a new collegiate ranking system that takes into account relative costs, average student debt upon graduation, graduation rates, starting salaries after graduation and percentage of low-income students in attendance. In its ranking of universities that provide students the most bang for their buck, PolicyMic named UC as No. 1 in the nation for return on educational investment.

UC was named one of the country’s best

ins tu ons for undergraduate educa on

for the 8th straight year, according to The

Princeton Review’s 2014 edi on of “The

Best 379 Colleges.”

For the fourth year in a row, DesignIntelligence ranked UC undergraduate Industrial Design program as number one in the nation, with other DAAP programs in the nation's top ten .


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OPERATING CASH POLICY

The Operating Cash Policy, approved by the Board of Trustees in November 2006, continues to increase UC’s liquidity. The goal is to attain an average daily cash balance of no less than 25% of annual operating budget expenditures and transfers, as well as a minimum daily cash balance of no less than 17% of annual operating budget expenditures and transfers. Operating cash has continued to grow to a balance of $560M as of March 2015 including spring tuition payments. Cash balances regularly exceed the minimum daily target of $188M. In accordance with policy, the cash position is monitored by the Cash Committee on a periodic basis to ensure that the required levels are achieved. In addition, the cash status is reported to the Board of Trustees quarterly and annually in the audited Financial Report.

STRUCTURAL DEFICIT POLICY

In November 2008, the Board of Trustees approved a policy aimed at eliminating all over-drafted cash balances. This policy identified specific measures to restore cash balances including:

Utilizing a proactive budgeting process;

Requiring any new deficit funds be approved in advance by the Vice President for Finance in consultation with the appropriate unit Vice President;

Obtaining payback plans for funds that are currently in a deficit position;

Reducing the scope, postponement or cancellation of capital projects;

Focusing on receivables management.

Compliance with this policy is monitored on a regular basis and is responsible for the continued reduction in over-drafted cash balances.

FINANCIAL POLICIES

The Financial Policy Development Committee continues to develop and implement institutional financial policies that connect the university’s mission with individual conduct, clarify institutional expectations, support compliance with laws and regulations, mitigate institutional risk, and enhance productivity, efficiency and cost containment in the university’s operations. Draft policies are fully vetted through the university’s decision-making and governance structure to gain valuable feedback and heighten awareness of fiscal stewardship and accountability. The results have included continually improved internal controls in addition to cost containment over a wide array of university activities.

PERFORMANCE BASED BUDGETING

The university adopted a Performance Based Budgeting (PBB) model in FY 2010, replacing the historical allocation of resources for the undesignated general fund. The model is resource and enrollment driven with incentives for both growth and efficiencies. Each college or administrative unit is assigned a mandatory budget threshold that is to be met through growth, cost-saving measures, or some combination of these two factors. The model allows for college units to share in the growth resulting from exceeding their established thresholds and building their enrollments.

Fiscal Year 2016 will begin the seventh year of PBB. A broader and deeper understanding among the university community of how the university operates in total has been instrumental in modeling and matching income and expenses, both direct to the colleges as well as indirect expenses critical to all operations.

POLICIES AND PRINCIPLES GUIDING THE BUDGETING PROCESS As part of the university’s strategic plan, UC con nues to update policies designed to improve financial stability and business

prac ces across the university. The Opera ng Cash Policy and the Structural Deficit Policy as well as Performance Based

Budge ng con nue to have the most pronounced impacts on improving the university’s financial strength even as state

support for higher educa on is generally rising only slightly (approximately 2% statewide in each of FY 2015 and FY 2016).

Improved opera ng performance as well as solid student demand and effec ve governance are factors cited by both

Standard & Poor’s and Moody’s as they reaffirmed the ins tu on’s long‐term bond ra ng in the AA category during FY

2015. In addi on, the Ohio Board of Regents’ Financial Health Composite Score for UC for FY 2014 was 3.6 out of 5.

Improved opera ng performance as well as

solid student demand and effec ve

governance are factors cited by both

Standard & Poor’s and Moody’s as they

reaffirmed the ins tu on’s long‐term bond

ra ng in the AA category during FY 2015.

The PBB model is resource and enrollment driven with incen ves for both growth and efficiencies.


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REVENUE SUMMARY

STATE SUPPORT

It is projected that FY 2016 State Share of Instruction (SSI) university-wide will increase by approximately $9.3M over the amount originally budgeted for FY 2015. This growth can be attributed to increased appropriations, degrees awarded, enrollment, and retention, as well as mid-year changes to the FY 2015 budget. The state has increased its FY 2016 appropriations for public universities and their regional campuses by 2% over FY 2015. State appropriations are anticipated to be 18% of UC’s total budget.

These assumptions are based on information received to date and are pending final state of Ohio approval. Support figures will be updated if the state budget changes significantly.

TUITION REVENUE

The most recent version of the State of Ohio biennial budget includes a tuition cap of 0% for in-state undergraduates, therefore, this budget recommendation includes no tuition increases for both resident and non-resident undergraduate students including regionals in FY 2016. The same applies to graduate, Law, Medicine, Pharmacy and all non-resident students. (See fee schedules in Appendix 1.)

GOVERNMENT AND PRIVATE GRANTS AND CONTRACTS

UC and its affiliates received approximately $390M in research funding in FY 2014, an increase of about $28M over the total in FY 2013. Federal and state budget cuts have had a direct impact on the amount of research performed at UC. Excluding its research affiliates, UC received $181.2M in sponsored program awards in FY 2014.

A significant part of UC’s research funding comes from the National Institutes of Health (NIH), the major supporter of biomedical research. Overall, 87% of UC’s FY 2014 research dollars came from federal funding sources. UC’s College of Medicine brought in $90M in research funding in FY 2014.

Increased competition in funding from major federal science agencies including the National Institutes of Health and the National Science Foundation will continue to create challenges for the university in FY 2016.

ENDOWMENT INCOME

The university uses its endowment to support current operations in a way that generates a predictable stream of support, while maintaining the purchasing power of the endowment funds adjusted for inflation. Based on market values at the end of FY 2014, the UC endowment is the 78th largest of 832 endowments of U.S. and Canadian public and private institutions of higher education surveyed by the NACUBO-Commonfund Study of Endowments. As of March 31, 2015, the market value of the endowment was $1.201B, up 5.7% since June 30, 2014.

AUXILIARY ENTERPRISES

The university’s main auxiliary enterprises include Campus Services and Athletics. Campus Services manages university activities related to Parking, Housing & Food Services, Retail Services, MainStreet & Campus Recreation Operations, Kingsgate Conference Center, and Conference & Event Services. Campus Services continues to exhibit sound financial management while providing the services students expect for an enjoyable campus experience. Campus Services auxiliaries have been able to benefit from increased enrollments and continuous improvements in quality while also controlling expenses through ongoing implementation of cost containment measures. Operations are expected to generate an operating surplus in FY 2015 of over $1M, which will be utilized for capital improvements. The sale of Goodman Garage was completed in FY 2015, the proceeds from which will be used to pay off outstanding Campus Services debt. The cycle of revenue growth combined with cost containment as well as a service focus is expected to continue into FY 2016 when Campus Services again expects operational results to be favorable. In February 2015, the UC Board of Trustees approved rate increases for housing, board, and parking for FY 2016.

Athletics experienced another successful year in FY 2015 both on and off the playing field. UC Football and Men’s Basketball had especially notable seasons. Academically, 63% of UC athletes had a 3.0 or better GPA for the fall 2014 semester, up from 55% in autumn 2013. While the fiscal outcomes of college athletics continue to be challenging, under the continued leadership and energy of Athletic Director Mike Bohn, UC Athletics continues to explore opportunities for revenue growth and cost containment while striving to be competitive in NCAA sports as well as graduating student-athletes.

TOTAL CURRENT FUNDS BUDGET SUMMARY


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UndesignatedGeneral Funds

Uptown Campus

UndesignatedGeneral Funds

RegionalsAuxiliary

EnterprisesDesignated

General FundsRestricted

Funds

TotalCurrentFunds

RESOURCES

Gross Tuition, Fee and Other Student Charges 442,066$ 45,089$ 14,414$ 32,516$ -$ 534,084$

Less Scholarships and Fellow ships (70,446) (1,156) - - - (71,602)

Net Tuition, Fee and Other Student Charges 371,620$ 43,933$ 14,414$ 32,516$ -$ 462,483$

State Appropriations (State Share of Instruction) 177,808$ 17,754$ -$ -$ 8,808$ 204,371$

Govt. and Private Grants and Contracts 14,309 29 - 15,073 181,286 210,697

Private Gifts - - 4,375 0 48,997 53,373

Endow ment Income 956 - - 1,300 53,296 55,552

Sales and Service 10 35 - 64,035 - 64,080

Temporary Investments 2,270 - - - - 2,270

Other Sources 890 86 - 13,499 1,216 15,692

Auxiliary Enterprises - - 105,547 - - 105,547

Total Resources 567,864$ 61,838$ 124,336$ 126,424$ 293,603$ 1,174,065$

EXPENDITURES

Educational and General

Instructional and General 219,465$ 35,777$ -$ 5,732$ 49,575$ 310,549$

Separately Budgeted Research 13,786 - - 18,643 145,653 178,082

Public Service 927 7 - 54,436 6,922 62,293

Academic Support 85,031 5,286 - 16,390 12,913 119,619

Student Services 22,324 6,395 - 22,390 3,242 54,351

Institutional Support 55,179 9,443 - 29,407 507 94,536

Operation and Maintenance of Plant 53,513 5,477 - (3,755) 50 55,287

Scholarships and Fellow ships - - - 1,486 60,241 61,727

Future Yrs Reallocation Reserve 6,688 - - - - 6,688

Total Educational and General 456,913$ 62,386$ -$ 144,728$ 279,103$ 943,130$

Auxilliary Enterprises -$ -$ 97,572$ -$ -$ 97,572$

Mandatory Transfers

Loan Fund Matching - - - - - -

Debt Service 30,221 - 35,057 30,750 508 96,536

Nonmandatory Transfers

Subsidies to Non-Instructional Units 16,294 259 (21,385) 4,875 - 43

Plant Funds 2,160 343 10,014 - - 12,517

Designated 56,697 - - (56,697) - -

Other (1,921) (1,149) 3,062 3,699 14,354 18,044

Claims on Operations Repayment 7,500 - - (7,500) - -

Total Expenditures and Transfers 567,864$ 61,838$ 124,318$ 119,855$ 293,965$ 1,167,842$

Net Increase (Decrease) In Fund Balance -$ -$ 18$ 6,568$ (362)$ 6,223$

FISCAL YEAR 2015-2016 CURRENT FUNDS BUDGET SUMMARY

(IN THOUSANDS)


17

FY 2015Budget

FY 2016Budget Variance

PercentChange

RESOURCES Gross Tuition, Fee and Other Student Charges 503,130$ 534,084$ 30,955$ 6.2% Less Scholarships and Fellowships (70,971) (71,602) (631) 0.9%

Net Tuition, Fee and Other Student Charges 432,159$ 462,483$ 30,324$ 7.0%

State Appropriations (State Share of Instruction) 195,012$ 204,371$ 9,359$ 4.8% Govt. and Private Grants and Contracts 201,618 210,697 9,079 4.5% Private Gifts 55,984 53,373 (2,611) -4.7% Endowment Income 55,273 55,552 279 0.5% Sales and Service 66,970 64,080 (2,890) -4.3% Temporary Investments 2,270 2,270 - 0.0% Other Sources 16,711 15,692 (1,019) -6.1% Auxiliary Enterprises 99,218 105,547 6,329 6.4%

Total Resources 1,125,215$ 1,174,065$ 48,850$ 4.3%

EXPENDITURES Educational and General Instructional and General 291,149$ 310,549$ 19,400$ 6.7% Separately Budgeted Research 169,584 178,082 8,498 5.0% Public Service 63,412 62,293 (1,120) -1.8% Academic Support 112,682 119,619 6,937 6.2% Student Services 51,521 54,351 2,829 5.5% Institutional Support 98,393 94,536 (3,858) -3.9% Operation and Maintenance of Plant 51,544 55,287 3,742 7.3% Scholarships and Fellowships 60,695 61,727 1,032 1.7% Future Yrs Reallocation Reserve 6,964 6,688 (276) -4.0%

Total Educational and General 905,945$ 943,130$ 37,187$ 4.1%

Auxiliary Enterprises 89,567$ 97,572$ 8,005$ 8.9% Mandatory Transfers Loan Fund Matching - - - Debt Service 93,684 96,536 2,853 3.0% Nonmandatory Transfers Subsidies to Non-Instructional Units - 43 43 Plant Funds 13,345 12,516 (829) -6.2% Designated - - - Other 19,192 18,045 (1,146) -6.0% Claims on Operations Repayment - - -

Total Expenditures and Transfers 1,121,732$ 1,167,842$ 46,109$ 4.1%

Net Increase (Decrease) In Fund Balance 3,482$ 6,223$

SUMMARY OF BUDGETED RESOURCES AND EXPENDITURESTOTAL UNIVERSITY

(IN THOUSANDS)


18

EXPENDITURES BY FUNCTION

SUMMARY OF BUDGETED RESOURCES AND EXPENDITURESTOTAL UNIVERSITY

RESOURCES BY SOURCE

Instructional & General27%

Separately Budgeted Research

15%

Public Service5%Auxiliary

Enterprises8%

Academic Support10%

Student Services5%

Institutional Support8%

Operation & Maintenance of Plant

5%

Scholarships & Fellowships

5%

Mandatory Transfers

8%


3%

Net Tuition, Fees & Other Student Charges

39%

State Appropriations18%

Govt. & Private Grants & Contracts

18%

Other Resources16%

Auxiliary Enterprises9%


19


20

The Uptown campus budget for FY 2016 is presented in the tables on the following pages. It includes the following assumptions about tuition, subsidies and expenses.

TUITION

The current version of the State of Ohio biennial budget includes a tuition cap of 0% for in-state undergraduates, therefore the following recommendation is being submitted to the Board of Trustees to be effective during the 2015-16 academic year:

No increase to undergraduate tuition for both resident and non-resident students on the Uptown campus.

No increase to undergraduate tuition for both resident and non-resident students on the UC Blue Ash and UC Clermont campuses.

No increase to graduate tuition for both resident and non-resident students.

No increase to Law tuition for resident and non-resident students.

No increase to Medicine MD tuition for both resident and non-resident students.

No increase to Pharmacy PharmD tuition for both resident and non-resident students.

Included in the budget, however, is a $3M increase to tuition and fees which represents currently unbudgeted increases to general fee revenue.

In the current year, work on Performance Based Budgeting is ongoing through fiscal year-end. It is estimated that final FY 2015 results will include approximately $1.1M in tuition growth to fund academic thresholds (budget cuts) as well as approximately $11.3M in tuition growth which will fund splits to colleges and the Provost yet to be finalized and distributed. Much of this tuition growth is the result of increases in enrollment and student retention.

The FY 2016 tuition budget assumes flat enrollment from FY 2015 to FY 2016. This allows enrollment growth to be tracked in Performance Based Budgeting and to be split as agreed to help offset budget reallocations/thresholds or provide budget to fund growth and priorities for both the colleges and the Provost. In FY 2016, there is no budget reallocations/threshold for the Uptown campus.

SUBSIDY—State Share of Instruction (SSI) Funding from the Ohio Board of Regents is closely tied to student population and mix as well as success factors. Allocations of funding are based on performance metrics such as course completions instead of headcount enrollment alone. Degree completions are also an important metric in the determination of over 50% of SSI funding. There are also incentives for course completions in science, technology, engineering, mathematics and medicine (STEMM) fields.

FY 2016 SSI for the Uptown Campus is projected to be $177.8M, an increase of approximately $10.5M

UNDESIGNATED GENERAL FUNDS UPTOWN CAMPUS OVERVIEW This sec on describes income and expense budgets rela ve to UC’s Uptown campus. The main source of

funding for the Uptown campus is also referred to as the general fund and/or the undesignated fund. Nearly

every unit on campus has a general fund expense budget of some amount. Income streams to the general fund

are expected to total approximately $567M (net of scholarships) in FY 2016 with the largest revenue sources

consis ng of student tui on and fees and support from the state of Ohio through the Ohio Board of Regents.

(OBR)

UPTOWN CAMPUS BUDGET

The FY 2016 tui on budget assumes flat enrollment from FY 2015 to FY 2016. This

allows enrollment growth to be tracked in Performance Based Budge ng and to be split

as agreed to help offset budget realloca ons/thresholds or provide budget to fund

growth and priori es for both the colleges and the Provost.


21

over the original FY 2015 budgeted allocation. A significant portion of this increase is due to an increase to SSI during FY 2015 and the remaining amount due to an increase to SSI that will be realized in FY 2016.

UNIVERSIS REPLACEMENT

The Catalyst project team, a partnership of Enrollment Management, Business Core Systems, UCIT, and the university community, rolled out the Radius admissions and recruiting tool powered by Hobsons, the first of four rollouts for Catalyst, the new student information system. Radius will allow UC to engage with prospective students and applicants, and delivers robust functionality to enhance recruitment, marketing and admissions efforts across the university. Catalyst serves as the next-gen backbone to the $1 billion per year academic operation at the university.

Additional rollouts are planned for October 2015 (remaining admissions functionality and class ordering), January 2016 (financial aid), and March

2016 (all remaining student information system functionality).

Some of the many significant benefits offered by this schedule are:

Improvement to the student experience by implementing all system rollouts effective for the 2016-17 academic year vs. in the middle of the 2015-16 year

Minimization of dual-entry data management between UniverSIS and Catalyst

Reduction in the complexity of temporary system and technical interfaces

Enhanced delivery of Catalyst training to better avoid peak periods during the academic year

More succinct communications to students regarding which online services to access for the appropriate academic year (2015-16 vs. 2016-17)

EXPENSE—Salary/Benefits

During FY 2016 budget discussions, the decision was made to fund salary increases from reserves at the individual unit/department level rather than provide new funds in the budget process. Consequently, there are no salary/benefit inflation dollars listed below. A 2% salary increase is planned in FY 2016 for unrepresented staff. Other employee groups will receive salary increases as negotiated by their respective unions as noted below.

AFSCME – currently being negotiated $ --

AAUP – 2.5% increase --

AAUP Promotions, Tenure, & Article 15 Adjustments --

SEIU – 1.5% increase -- IUOE – currently being negotiated -- Unrepresented – 2% increase --

Police – 2% increase --

Security Officers – 2% increase --

Emergency Dispatchers – 2% increase --

University Graduate Assistants – 2% increase --

Other Students – 2% increase --

Total Salaries/Benefits – no new budget/being covered by each unit $ --

Salary Increases for FY 2016

will be funded from reserves at

the individual unit/dept. level.


22

EXPENSE—Operating Increases for FY 2016 operating expenses are shown below. Additional descriptions of each new expense budget supplement are contained in Appendix 5 in the back of this publication.

SUMMARY TOTAL BUDGET

As UC enters FY 2016, it will continue to face funding challenges linked to economic and political pressures outside of the university’s control including issues such as college readiness, demands to keep tuition affordable, and changes in financial aid eligibility and funding. UC will meet these goals and challenges with a continued emphasis on greater efficiency while maintaining a strong campus commitment to excellence, innovation, and the goals of Creating Our Third Century.

In Thousands Revenue Gross Tuition Inflation (General Fee Increase Only) $3,000

Increase in State Share of Instruction 10,000

F & A Income Reduction (250)

Expenses (6,680)

Strategic Initiatives (3,000)

Creating Our Third Century (3,000)

Subtotal 70

Reserve for Future Years Budget Reallocations 70

TOTAL BUDGET $0

No Budget Cut Required to Balance Budget

In Thousands

Moves / Wayfinding $1,000

MSB Phase 2-5 1,000

Roof Replacements 250

U Square Lease 400

Capital Investment Fund: Major Capital Projects 1,500

Pharmacy Building Reno. – HPB 500

Maintenance Contracts 50

UC Foundation Funding Model 1,000

UC Flex / SAP Maintenance 150

Title IX 710

SOCC (State of Ohio Computing Center) Disaster Recovery 120

TOTAL $6,680


23

FY 2015Budget


PercentChange

RESOURCES Gross Tuition, Fee and Other Student Charges* 416,830$ 442,066$ 25,236$ 6.1% Less Scholarships and Fellowships (70,056) (70,446) (390) 0.6%


State Appropriations (State Share) 167,353$ 177,808$ 10,456$ 6.2% Govt and Private Grants and Contracts 14,559 14,309 (250) -1.7% Private Gifts - - - - Endowment Income 956 956 - 0.0% Sales and Service 10 10 - 0.0% Temporary Investments 2,270 2,270 - 0.0% Other Sources 890 890 - 0.0%

Total Resources 532,813$ 567,864$ 35,051$ 6.6%

EXPENDITURES Educational and General Instructional and General 202,082$ 219,465$ 17,383$ 8.6% Separately Budgeted Research 13,839 13,786 (53) -0.4% Public Services 1,282 927 (355) -27.7% Academic Support 78,330 85,031 6,701 8.6% Student Services 22,256 22,324 68 0.3% Institutional Support 55,383 55,179 (204) -0.4% Operation and Maintenance of Plant 50,286 53,513 3,228 6.4% Budget Cut Reserve - - - - Future Yrs Reallocation Reserve 6,964 6,688 (276) -4.0% Total Educational and General 430,421$ 456,913$ 26,492$ 6.2%

Mandatory Transfers Debt Service 28,038$ 30,221$ 2,183$ 7.8% Nonmandatory Transfers Subsidies to Non-Instructional Units 16,294 16,294 - 0.0% Plant Funds 2,092 2,160 68 3.3% Designated 51,321 56,697 5,377 10.5% Claims On Operations Repayment 6,500 7,500 1,000 15.4% Other (1,853) (1,921) (68) -3.7%

Total Expenditures and Transfers 532,813$ 567,864$ 35,051$ 6.6%

Net Increase (Decrease) In Fund Balance - -

UNDESIGNATED GENERAL FUNDSUPTOWN CAMPUS

(IN THOUSANDS)

* Note: The Uptown campus assumes flat enrollment in FY 2016. The variance in the Gross Tuition line above represents increased enrollment and retention in FY 2014 and 2015, as well as a $3M increase to general fees which represents historically unbudgeted revenue.


24

UPTOWN CAMPUS GENERAL FUNDSSUMMARY OF BUDGETED RESOURCES AND EXPENDITURES

EXPENDITURES BY FUNCTION

RESOURCES BY SOURCE

Instructional & General39%

Separately Budgeted Research

3%Academic Support15%

Institutional Support10%

Student Services4%

Operation & Maintenance of Plant

10%

Public Service0%

Mandatory Transfers5%


14%

Net Tuition, Fees & Other Student Charges

65%

Other Resources1%

State Appropriations31%

Govt. & Private Grants & Contracts

3%


25

UNDESIGNATED GENERAL FUNDSUPTOWN CAMPUS

REVENUE AND EXPENSE PERFORMANCE BASED BUDGET REPORT(IN THOUSANDS)

FY 2015Budget

FY 2016Estimate

VariancePercentChange

RESOURCESUndergraduate

Tuition (Generated by Home College) 241,391$ 241,391$ $ - 0.0%Adjustment for Majors Instructed by Another College (42,499) (45,247) (2,749) 6.5%Adjustment for Other Majors Instructed 42,499 45,247 2,749 6.5%

Subtotal : Tuition Attributed to College 241,391$ 241,391$ -$ 0.0%General Fees (Generated by Home College) 15,915$ 17,556$ 1,642$ 10.3%State Share of Instruction (Generated by Home College) 77,457 82,073 4,616$ 6.0%Unit Scholarships & Fellowships (2,298) (2,298) -$ 0.0%University Scholarships & Fellowships (21,393) (21,393) -$ 0.0%

Net Attributable Resources 311,072$ 317,329$ 6,257$ 2.0%Graduate/Professional

Tuition (Generated by Home College) 167,414$ 167,414$ $ - 0.0%Adjustment for Majors Instructed by Another College (1,531) (1,629) $ (98) 6.4%Adjustment for Other Majors Instructed 1,531 1,629 $ 98 6.4%

Subtotal : Tuition Attributed to College 167,414$ 167,414$ -$ 0.0%General Fees (Generated by Home College) 6,088$ 7,502$ 1,414$ 23.2%State Share of Instruction (Generated by Home College) 90,351 95,735 5,384$ 6.0%Unit Scholarships & Fellowships (44,644) (44,644) -$ 0.0%University Scholarships & Fellowships (1,727) (1,727) -$ 0.0%

Net Attributable Resources 217,483$ 224,280$ 6,798$ 3.1%Adult & Continuing Ed. (Tuition Only) 3,950$ 3,950$ -$ 0.0%Adult & Continuing Ed. (Scholarships Only) (365) (365) -$ 0.0%Adult & Continuing Ed. (Gen. Fees Only) 395 340 (55)$ -14.0%Sponsored Revenue 14,559 14,309 (250)$ -1.7%Other Revenue 9,962 9,962 -$ 0.0%

Total Resources 557,056$ 569,806$ 12,750$ 2.3%

EXPENDITURES Direct

Academic Support 32,662$ 32,662$ -$ 0.0%Institutional Support 3,051 3,051 -$ 0.0%Instruction 144,878 144,878 -$ 0.0%Public Service 362 362 -$ 0.0%Research 6,993 6,993 -$ 0.0%Student Services 1,659 1,659 -$ 0.0%Unassigned - - -$

Total Direct Expenditures 189,607$ 189,607$ -$ 0.0%Base Net Revenue 367,449$ 380,199$ 12,750$ 3.5%Direct Threshold Share -$ -$ -$ Base Net Revenue Target 367,449$ 380,199$ 12,750$ 3.5%

Indirect Academic Support 49,421$ 49,421$ -$ 0.0% Institutional Support 52,638 52,638 -$ 0.0% Instruction 72,504 72,504 -$ 0.0% Operations Maintenance 53,464 53,464 -$ 0.0% Public Service 920 920 -$ 0.0% Research 6,765 6,765 -$ 0.0% Student Services 21,095 21,095 -$ 0.0% Unassigned 110,642 123,392 12,750$ 11.5%

Total Indirect Expenditures 367,449$ 380,199$ 12,750$ 3.5%Indirect Threshold Share -$ -$ -$ Indirect Expenditures Target 367,449$ 380,199$ 12,750$ 3.5%Total Expenditures 557,056$ 569,806$ 12,750$ 2.3%Total University Threshold -$ -$ -$

Net Profit/(Loss) Target -$ -$ -$


26

Facilitate student success:

Over the last several years, UCBA has built a culture of student success including early registration, an engaged student experience, heightened persistence and retention, and ultimately graduation. Everything done at UCBA has student success in mind. The college plans to continue to foster this culture with first-class instruction, excellent student support services such as one-on-one tutoring, student learning labs and a friendly and welcoming environment to provide an extraordinary learning experience.

Enhance the student experience:

Initial interactions with a student can foster a successful start and also provide a lasting impression of the college. UCBA is enhancing that impression by remodeling the “Front Door” to the college. This project will include a new prospective-student welcome center where the UCBA Enrollment Management team will bring in groups of prospective students and their guests for presentations. This renovation project will also enhance the student experience in the newly remodeled One Stop Center via a more streamlined design for heightened one-on-one interaction with students receiving student financial aid information, paying their fees, requesting additional information about their student account and more.

Fundraise aggressively:

In FY 2016, UCBA will begin groundbreaking on a new classroom building scheduled to be completed in FY 2017. Along with the beautiful building comes a fairly large price that is being paid for 100% by the college. Costs will be subsidized by fundraising, which could include naming rights to the building and named classrooms. The college is also cultivating corporate donors and increasing interactions with UCBA alumni to help subsidize the upcoming renovation of the second and third floors of Muntz Hall, upgrades of equipment/technology across the college, and funding of student scholarships.

Plan strategically:

UCBA is in the process of strategically planning for the future of the college. The strategic planning committee has been diligently at work obtaining input from faculty, staff, students and local community leaders. There is much excitement about the college’s future potential.

Along with the strategic planning exercise, UCBA is also beginning to prepare for the college’s re-accreditation with the Higher Learning Commission in 2018-19. While the re-accreditation is not due for several years, the college is going through a pre-planning and self-assessment process to ensure maximum operation in order to exceed HLC guidelines.

Maintain focus on the mission of higher education:

Students are the center of the mission of UC Blue Ash College. The college is proud of its small course sizes and student-centered education on a beautiful park-like campus and is focused on increasing graduation, retention, and student persistence rates while maintaining steady enrollments or minimal enrollment growth (to account for the constant transitions to Clifton and elsewhere). In addition, UCBA is in the process of launching its first fully online (distance learning) baccalaureate program in the fall term.

ENROLLMENT

Address conservative enrollments:

State-wide demographics and enrollment uncertainty continue to present challenges as in previous years. The budget for UCBA assumes flat enrollments for FY 2016, but maintaining or increasing enrollment is particularly a challenge when the college has been successful in advancing students academically to transfer to the UC Uptown campus, as well as challenges via attrition. The 6-for-5 summer school promotional program will continue with students taking 6 credits but only paying for 5 in order to incentivize and increase enrollment. Additionally, a tuition scholarship raffle will continue for students

UNDESIGNATED GENERAL FUNDS REGIONAL CAMPUSES UC BLUE ASH

INITIATIVES


27

who register during priority registration, rather than later, as is often the case for regional college students.

PHYSICAL PLANT CONSTRAINTS AND REQUIREMENTS

Invest resources into the physical facility: UCBA continues to invest in upgrading academic information technology equipment in smart classrooms to reach a more uniform and higher standard for the incorporation of technology in excellent teaching and learning.

Over the next several years, UCBA will be focused on reducing deferred maintenance on buildings and equipment. The college is also finalizing plans for the new 15,000+ square foot academic building to be completed in FY 2017. After receiving input from the college community on its design and function, the college expects groundbreaking to occur in December 2015.

As noted earlier, in FY 2016 several other remodeling projects will occur or reach completion, such as the new student One Stop Service Center, a prospective-student welcome center, flooring projects, removal of Pavilions A-C, parking lot lighting improvements, and more.

SUCCESSES/CHALLENGES

FY 2016 is expected to be a year of efficiency, conservation, streamlining, and improvement. With recent unexpected fluctuations in state subsidy provided to the college, UCBA is planning to remain very fiscally conservative to focus resources on student success, while still saving funds for the new

academic building and deferred maintenance projects. The college will be reducing expenditures where possible while still providing its hallmark high quality education.

GOALS

Grow Distance Learning Presence:

As noted earlier, the college is finalizing a plan to offer its first fully online bachelor’s degree. UCBA expects enrollments to gradually ramp up in FY 2016 and reach full enrollment in future years. With the national presence of this online degree, the college expects programs such as this to help stabilize enrollments.

Automate the Reverse Transfer Policy:

With the emphasis on student success at UCBA, part of that success involves students transitioning out of the college and into UC Uptown campus colleges. While students earn enough credits to obtain an associate degree before or after they transition, they are not aware or are simply focused on transitioning to Uptown and pursuing a baccalaureate degree. In FY 2016, UCBA will automate the process of awarding an associate degree, which will not only benefit the student, but also the college by increasing the number of degrees awarded, thereby, positively impacting state subsidy calculations.

The budget for UCBA assumes flat enrollments for FY 2016, but

maintaining or increasing enrollment is par cularly a challenge when the

college has been successful in advancing students academically to

transfer to the UC Uptown campus, as well as challenges via a ri on.


28

Increased recruiting efforts, including improved communications with recruits, a new “Clermont Caravan,” and improved data collection efforts

Created merit, adult, and athletic scholarships

Waived fees, in certain instances, to encourage enrollment and graduation

Added focus groups and advising to improve student retention

Implemented “early warning” tracking systems to target at risk students

Expanded online courses, certificates, and degrees

ENROLLMENT

FY 2015 proved to be a better year than originally forecasted for UC Clermont. Year-end tuition is expected to be $18.3M, compared to an original tuition budget of $16.7M. The main driver for the FY 2016 budget is a declining forecast of total enrollments of approximately 5% as compared to the FY 2015 actual tuition revenue. This is based on projections linked to local unemployment trends, spring enrollment, and early applications data for fall 2015. This decline represents a combined net change of approximately -7% for “home” students and a 20% increase for inter-campus transfer revenue – due to the continued increase in online course offerings, and heavy Uptown and UC Blue Ash student enrollment.


Due to the lower enrollment, and also the continued lease of space at UC East (the old Ford plant offices), space per student is at an all-time high. A full audit of building infrastructure was conducted in FY 2014, which outlined priorities for necessary replacement and upgrades to HVAC systems, elevators, roofs, etc. After additional study and planning, the college received BOT approval to begin a major upgrade in FY 2016 by spending $3.1MM (beyond operations) in local funds. Additionally, $1.75MM in state funds, already in hand, will partially fund the first phase of the project.

CHALLENGES – and the financial plan to accommodate lower revenue

The anticipated $.8MM revenue decline, based on lower enrollment, will be exacerbated by planned $.5MM decrease in state subsidy

Allowances have been made for an AAUP pay increase of approximately $450K with benefits, plus staff increases of nearly $200K

Staff were added in three areas to aid in recruitment and retention: Enrollment & Student Services, Academic Affairs, and Student Testing

Some cost savings will be realized in the area of food service subsidy, and the completion of amortization of the UC East structural upgrades, which will combine to save approximately $300K in FY 2016

Spending in most other areas is planned to be flat

Approximately $2.1MM was budgeted to be taken from reserves to sustain operations

LONG-TERM OUTLOOK AND GOALS

UC Clermont expects home student enrollment to stabilize over the next few years. As the college adjusts to what may be a “new normal” for enrollment, support will be needed for future tuition increases - with an eventual goal of tuition parity with UC Blue Ash - to manage the ongoing financial challenges related to this lower enrollment and revenue.

UC Clermont’s main goal is, at minimum, to stop the enrollment decline while continuing to serve students. Continuing focus on academic programs aimed at employed adults and building relationships with local businesses will remain key areas of focus. Additional associate degree programs and certificates (some fully online), exploration of additional regional college-based and hosted baccalaureate programs, and associate degree completer programs will also be emphasized.

UC CLERMONT

INITIATIVES

The main driver for the FY 2016 UC

Clermont budget is a declining forecast of

total enrollments of approximately 5% as

compared to the FY 2015 actual tui on

revenue. This is based on projec ons

linked to local unemployment trends,

spring enrollment, and early applica ons

data for fall 2015.


29

FY 2015Budget

FY 2016Budget


RESOURCES Gross Tuition, Fee and Other Student Charges 42,490$ 45,089$ 2,598$ 6.1% Less Scholarships and Fellowships (915) (1,156) (241) 26.3%


State Appropriations (State Share) 19,559$ 17,754$ (1,804)$ -9.2% Govt and Private Grants and Contracts 29 29 - 0.0% Private Gifts - - - Endowment Income - - - Sales and Service - 35 35 Temporary Investments - - - Other Sources 45 86 41 92.8%

Total Resources 61,208$ 61,838$ 630$ 1.0%

EXPENDITURES Educational and General Instructional and General 35,469$ 35,777$ 308$ 0.9% Separately Budgeted Research - - - Public Services 69 7 (62) -89.3% Academic Support 5,225 5,286 62 1.2% Student Services 5,704 6,395 690 12.1% Institutional Support 8,622 9,443 821 9.5% Operation and Maintenance of Plant 4,736 5,477 742 15.7%


Mandatory Transfers Loan Fund Matching -$ -$ -$ Debt Service - - - Nonmandatory Transfers - - Subsidies to Non-Instructional Units 259 259 - 0.0% Plant Funds 1,180 343 (837) -70.9% Other (56) (1,150) (1,094) 1957.0%

Total Expenditures and Transfers 61,208$ 61,838$ 630$ 1.0%

Net Increase (Decrease) In Fund Balance 0$ (0)$

UNDESIGNATED GENERAL FUNDSREGIONAL CAMPUSES SUMMARY

(IN THOUSANDS)


30

FY 2015Budget


PercentChange

RESOURCES Gross Tuition, Fee and Other Student Charges* 25,715$ 27,653$ 1,938$ 7.5% Less Scholarships and Fellowships (350) (422) (72) 20.4%


State Appropriations (State Share) 11,271 10,134 (1,136) -10.1% Govt and Private Grants and Contracts - - - Private Gifts - - - Endowment Income - - - Sales and Service - 35 35 Temporary Investments - - - Other Sources - 41 41

Total Resources 36,636$ 37,443$ 807$ 2.2%

EXPENDITURES Educational and General Instructional and General 22,067$ 21,993$ (74)$ -0.3% Separately Budgeted Research - - - Public Services - - - Academic Support 3,407 3,374 (33) -1.0% Student Services 2,990 3,239 249 8.3% Institutional Support 4,003 4,409 408 10.2% Operation and Maintenance of Plant 2,615 3,210 595 22.7% Total Educational and General 35,082$ 36,226$ 1,144$ 3.3%

Mandatory Transfers Loan Fund Matching -$ -$ -$ Debt Service Nonmandatory Transfers Subsidies to Non-Instructional Units 174 174 - 0.0% Plant Funds 1,180 343 (837) -70.9% Other 200 700 500 250.0% Total Expenditures and Transfers 36,636$ 37,443$ 807$ 2.2%


UNDESIGNATED GENERAL FUNDSREGIONAL CAMPUSES

UC BLUE ASH COLLEGE(IN THOUSANDS)

* Note: UCBA assumes flat enrollment in FY 2016. The variance in the Gross Tuition above represents increased enrollment and retention in FY 2015.


31

FY 2015Budget


PercentChange

RESOURCES Gross Tuition, Fee and Other Student Charges* 16,775$ 17,436$ 661$ 3.9% Less Scholarships and Fellowships (565) (734) (169) 29.9% Net Tuition, Fee and Other Student Charges 16,210 16,702 492 3.0%

State Appropriations (State Share) 8,288 7,620 (668) -8.1% Govt and Private Grants and Contracts 29 29 - 0.0% Private Gifts - - - Endowment Income - - - Sales and Service - - - Temporary Investments - - - Other Sources 45 45 - 0.0%

Total Resources 24,571$ 24,395$ (176)$ -0.7%

EXPENDITURES Educational and General Instructional and General 13,402$ 13,784$ 382$ 2.9% Separately Budgeted Research - - - Public Services 69 7 (62) -89.3% Academic Support 1,817 1,912 95 5.2% Student Services 2,714 3,155 440 16.2% Institutional Support 4,620 5,033 414 9.0% Operation and Maintenance of Plant 2,120 2,267 147 6.9%


Mandatory Transfers Loan Fund Matching -$ -$ -$ Debt Service Nonmandatory Transfers Subsidies to Non-Instructional Units 85 85 - 0.0% Plant Funds - - - Other (256) (1,850) (1,594) 623.0%

Total Expenditures and Transfers 24,571$ 24,395$ (176)$ -0.7%


UNDESIGNATED GENERAL FUNDSREGIONAL CAMPUSES

UC CLERMONT COLLEGE(IN THOUSANDS)

* Note: UC Clermont tuition assumes a 5% decline in enrollment in Clermont programs in FY 2016. The variance in the Gross Tuition above represents the net of that decline and an increase to inter-campus transfers in FY 2015.


32

AUXILIARY OPERATIONS AUXILIARY OVERVIEW

Auxiliary enterprises exist to furnish a service to students, faculty or staff and charge a fee directly related to, but not

necessarily equal to, the cost of the service. The dis nguishing characteris c of an auxiliary enterprise is that it is managed

essen ally as, and is intended to be, a self‐suppor ng ac vity. The state of Ohio specifically iden fies the following auxiliaries

at UC: Residence & Dining Halls, Intercollegiate Athle cs, Student Unions, Bookstores, Parking Lots & Garages, Kingsgate

Conference Center, the Campus Recrea on Center, Faculty Club and the Fi h Third Arena at the Myrl H. Shoemaker Center.

Retail Services consists of six bookstores, two convenience stores, Central Stores, and Vending Services. In FY 2016, the successful program Rent-A-Text will enter the fifth year, offering a wide selection of books and saving students an average of 50% off the price of a new book. In FY 2015, rental sales saved students more than $1.15M. Digital book options will continue to increase in FY 2016 and provide additional affordability.

Central Stores will enter its fifth year of the office supplies agreement with GBEX, formerly Guy Brown Express, an Ohio Minority Business Enterprise (MBE) that is also certified in Ohio’s Encouraging Diversity, Growth & Equity (EDGE) program. GBEX’s wholesale partner in this joint venture is Office Depot/OfficeMax.

Soft drink vending services will continue to be overseen by Campus Services, while snack vending is operated under a contract with the Rehabilitation Services Commission of Ohio. An RFP process was conducted in FY 2015 resulting in Pepsi receiving the 10-year pouring rights agreement. The agreement provides UC with an expanded scope to offer competing products, including vending, which will be implemented in FY 2016.

Housing & Food Services (H&FS) is projecting an overall occupancy rate of 95%, with a 2.5% rate increase for all housing facilities and meal plans for FY 2016. Morgens Hall reopened in fall 2013 and added 456 additional beds to the housing portfolio and received sustainability awards for its renovation. The base capacity of the on-campus residence hall community will be 4,908 for FY 2016, which includes a block lease at University Park Apartments (UPA). Campus Recreation Center housing will continue to be used as swing space to accommodate displaced faculty/staff due to the Teachers/Dyer renovation. Housing facility improvements

scheduled for FY 2016 include Daniels shower upgrades, Stratford densification and porches, and furniture replacement in Daniels, Turner, and Stratford. The housing master plan was finalized in FY 2015, defining a series of capital renovation and new construction projects through 2024. The first two projects identified in the Housing master plan were initiated in FY 2015: renovation of Scioto Hall and design of a mixed-use, mid-rise facility on the former site of Sawyer Hall. The mid-rise facility will contain housing and dining options for students, in addition to office space for Housing & Food Services, various Campus Services units, and Resident Education and Development.

In FY 2015, Greens to Go, a build-your-own salad concept, was added to KumaNeko sushi in the TUC Food Court. Also in FY 2015 the plaza surrounding MarketPointe was renovated, improving the visual aesthetics and pedestrian experience in the area. Late-night services continue to be provided at CenterCourt dining center and a “to go” option with a reusable container will continue to be provided at Stadium View Café. The Food Services contract with ARAMARK Corporation will enter the sixth year of the 10-year term and continue to provide cost containment and continuous improvement in the quality of food and presentation. In FY 2015, a food master plan was developed, defining a series of locally-funded capital projects to be executed over the next 10 years.

Campus Recreation operates two comprehensive fitness facilities: the Campus Recreation Center and the Fitness Center at CARE/Crawley. Campus Recreation provides many programs and services including group fitness, personal training, nutrition services, employee wellness membership incentives, massage therapy, fitness and wellness workshops, specialty instruction classes,

Retail Services Housing & Food Services

Campus Recreation Conference and Event Services

MainStreet Operations (TUC) Kingsgate Conference Center

Bearcat Campus Card Parking Services

CAMPUS SERVICES AUXILIARY

Campus Services, the umbrella organization for auxiliary operations on campus, provides a coordinated effort to meet the needs of the campus community through the following units:


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swimming lessons, summer camps, and birthday parties. Hosting nearly 800,000 visitors annually, the Campus Recreation Center continues to receive local and national recognition, including being named “2013 Most Amazing Rec Center” by Best College Reviews, and in 2015 was recognized as one of “16 College Rec Centers So Awesome They Will Make You Want to Work Out” by College Raptor.

Conference & Event Services (CES) and MainStreet Operations manage events and conferences at a wide range of internal and external venues. Additionally, the unit oversees facility management for Tangeman University Center (TUC) and Steger Student Life Center (SSLC). In FY 2015, CES was awarded One-Stop Shop accreditation through the Association of Collegiate Conference and Event Directors International (ACCED-I), making it the first university in Ohio to receive this status. CES also received the 2015 Grand Teton “Educational Group of the Year” award for their work on the HIV/Liver Disease Conference in Jackson Hole, WY.

CES and MainStreet Operations supports over 15,000 on-campus reservations per year and manages numerous high-profile internal events at TUC and the MainStreet corridor including the State of the University Address, Faculty Awards, MainStreet Stride, and Campus Services Showcase. In FY 2015, CES and MainStreet Operations hosted and managed the White House Task Force on 21st Century Policing. One of four national sites selected to host this panel, the event was webcast live through the Department of Justice website.

In FY 2016, CES and MainStreet Operations will be overseeing a furniture and space usage refresh for TUC.

Kingsgate Conference Center (KCC) continues to benchmark well in the Marriott brand in metrics related to facilities, lodging, food and beverage, customer satisfaction, and high-speed internet. In FY 2015, facility improvements including a ballroom renovation and carpet replacement on the 2nd level were completed. KCC also garnered high marks in sustainability efforts through their food and beverage program that features an on-site bee hive for honey production and a local herb garden for use in many of the signature dishes at Caminetto Restaurant and the Bearcat Lounge.

The Bearcat Campus Card expands the use of the UCID as a debit card program, providing convenient payment options to students, faculty, and staff at nearly 450 locations that include restaurants, vending machines, laundry, and retail locations on- and off-campus. Bearcat Card sales are projected to be $4M in FY 2015 and the banking services program with PNC is expected to show a 15% increase in financial return to the university. In FY 2015, a new

transaction system with partner Blackboard was implemented, providing added benefits to customers, including a more robust e-accounts function.

Parking Services operates 11 garages and 22 parking lots/drives with more than 14,000 annual permit sales for over 12,000 parking spaces. In FY 2016 Parking Services will implement a 3% rate increase. Lot 13 will go offline due to construction, resulting in a loss of 236 spaces. Bringing football back to the university campus has created opportunities to partner with Athletics in new ways, including the introduction of rooftop tailgating in University Avenue Garage. The parking access control system will be updated in FY 2016 to create a fully integrated software and hardware solution; including the implementation of pay-on-foot stations. New functionality such as bar code readers and credit card on entry will also be utilized. Renovation projects will include replacement of the elevators in Campus Green Garage and guardrails in University Avenue Garage. The online parking management system continues to effectively streamline services and in-office processes by managing citations, permits, decals, appeals and finances. Parking Services will continue to focus on ways to utilize technology to improve service to the customers, as well as partners across campus.

INTERCOLLEGIATE ATHLETICS

2014-15 saw continued success for the Department of Athletics, as significant athletic and academic achievements were accomplished. We were paced by two teams that had stellar athletic performances capped by post-season appearances, and several teams performing well academically.

The UC Football team closed out a 9-4 campaign in 2014 that saw the Bearcats win a share of the AMERICAN Conference Championship. The championship marks the fifth in seven years for the Bearcats, making us one of only two NCAA FBS schools to achieve that feat. The Bearcats earned championships in 2008, 2009, 2010, 2012, and 2014. The Bearcats are also one of seven FBS programs to win nine or more games in each of the last four years, joining Alabama, Clemson, Florida State, Nebraska, Northern Illinois and Oregon as teams who have accomplished the mark.

The UC Men’s Basketball team achieved its fifth consecutive 20-win season, posting a 23-11 overall mark. The team also participated in their fifth consecutive NCAA Men’s Basketball Tournament, posting a thrilling 66-65 overtime win vs Purdue. The season also saw Men’s Basketball season ticket sales grow by 35% over the previous season. Next season promises to be even more


34

exciting, as all five starters from the Men’s Basketball team return for the 2015-16 season.

Several student-athletes in other sports received accolades this past season. Brian Barney, a senior on the Men’s Track & Field team, was named the AMERICAN Conference Male Scholar-Athlete of the Year. He was a Fulbright Scholar candidate, Rhodes Scholar candidate, and maintained a 3.9 GPA during his tenure as a Bearcat.

In Women’s Swimming, Jacqueline Keire was the AMERICAN Conference Champion in three events – 100 Freestyle, 200 Freestyle, & 500 Freestyle. She was also named an NCAA All-American in the 200 Freestyle at this season’s NCAA Swimming & Diving Championships.

Erika Hurd was named an NCAA Indoor All-American in the High Jump for the UC Women’s Track and Field team, and Adrian Valles was named an NCAA Indoor All-

American in the Pole Vault for the UC Men’s Track and Field team.

Academically, nearly 63 percent of University of Cincinnati student-athletes had a 3.0 or better semester grade point average (GPA), and 25 had a perfect 4.0, according to fall 2014 semester academic data. Bearcat student-athletes had a departmental GPA of 3.137, marking thirteen consecutive grading periods with a cumulative GPA of 3.0 or higher. Collectively, 14 of the 19 athletic programs achieved a team GPA of 3.0 or higher for the fall 2014 semester.

The Department of Athletics will continue with its course to win championships, develop and graduate student-athletes, and provide the best student-athlete experience.

Academically, nearly 63 percent of University of Cincinna student‐athletes had

a 3.0 or be er semester grade point average (GPA), and 25 had a perfect 4.0,

according to fall 2014 semester academic data.


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36

FY 2015Budget


PercentChange

RESOURCES Sales 17,398$ 16,747$ (652)$ -3.7% Student Meals 15,266 17,435 2,169 14.2% Housing 32,569 35,080 2,511 7.7% Rentals 130 112 (18) -14.0% Contracts 4,052 3,925 (127) -3.1% Other 6,403 6,492 89 1.4% Miscellaneous Student Fees 14,380 14,414 34 0.2%

Total Resources 90,199$ 94,205$ 4,006$ 4.4%

EXPENDITURES Cost of Sales 10,917$ 9,845$ (1,072)$ -9.8% Salaries 6,880 7,005 125 1.8% Benefits 3,034 2,781 (253) -8.3% DOE 19,674 26,836 7,162 36.4% University Overhead 2,017 2,100 83 4.1% Programming 1,729 2,065 336 19.4%

Total Expenditures 44,250$ 50,632$ 6,381$ 14.4%

Mandatory Transfers Debt Service 30,870$ 29,683$ (1,187)$ -3.8% Non-Mandatory Transfers Reserve for Repairs and Renovations 10,073 10,014 (59) -0.6% Reserve - Other - - - Subsidies to Non-Instructional Activities (1,042) (931) 110 -10.6% Internal Campus Services Overhead 5,971 6,124 154 2.6% Other (451) (1,335) (884) 195.8%

Total Expenditures and Transfers 89,670$ 94,187$ 4,515$ 5.0%

Net Increase (Decrease) in Fund Balance 529$ 18$

*Campus Services Auxiliary includes Retail, Food Services, Housing, Faculty Club, Kingsgate, Conferencing, Campus Recreation Center, Tangeman University Center/Steger Student Life Center, Campus Life Fee, Fitness Center at CARE/Crawley, Stratford Heights, Parking Lots and Garages, Bellevue Gardens

CAMPUS SERVICES AUXILIARY SUMMARY Comparison of FY 2015 to FY 2016 Budget

(IN THOUSANDS)


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RESOURCES

Total

BudgetExpenses

DebtService

OtherTransfers

TotalBudget

NetIncome

Retail 2,647$ 815$ 619$ 1,213$ 2,647$ -$

Food 17,736 12,698 512 4,523 17,733 3

Housing 28,401 16,398 10,065 742 27,205 1,196

Faculty Club 10 - - - - 10

Kingsgate 1,571 - 1,343 225 1,568 3

TUC/Steger Student Life Ctr. 1,208 3,169 - (1,321) 1,847 (639)

Campus Life Fee 14,380 108 12,087 454 12,648 1,730

Campus Recreation Center 1,907 3,038 - 263 3,301 (1,394)

Fitness Center at CARE/Crawley - 110 - (110) - -

Stratford Heights 5,283 1,594 - 3,689 5,283 -

Parking Lots and Garages 16,468 5,754 6,010 5,089 16,853 (385)

Bellevue Gardens 469 141 233 93 467 2

Conferencing 121 427 - (310) 117 4

GRAND TOTAL 90,199$ 44,250$ 30,870$ 14,550$ 89,670$ 529$

RESOURCES

Total

BudgetExpenses

DebtService

OtherTransfers

TotalBudget

NetIncome

Retail 2,603$ 820$ 616$ 1,101$ 2,537$ 66$

Food 19,999 14,022 509 4,446 18,977 1,022

Housing 30,715 21,018 10,090 (613) 30,495 220

Faculty Club - - - - - -

Kingsgate 1,497 - 1,344 150 1,494 3

TUC/Steger Student Life Ctr. 978 3,225 - (1,304) 1,921 (943)

Campus Life Fee 14,414 110 12,021 958 13,089 1,324

Campus Recreation Center 2,012 3,291 - 192 3,483 (1,471)

Fitness Center at CARE/Crawley - - - - - -

Stratford Heights 5,280 1,783 - 3,706 5,489 (209)

Parking Lots and Garages 15,925 5,781 4,873 5,271 15,925 -

Bellevue Gardens 466 158 230 65 453 13

Conferencing 316 423 - (100) 323 (7)

GRAND TOTAL 94,205$ 50,632$ 29,683$ 13,872$ 94,186$ 18$

SUMMARY OF CAMPUS SERVICES AUXILIARY(IN THOUSANDS)

EXPENDITURES and TRANSFERS

FISCAL YEAR 2016

EXPENDITURES and TRANSFERS

FISCAL YEAR 2015


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FY 2015Budget


PercentChange

RESOURCESSports Men's Basketball 6,145$ 5,562$ (583)$ -9.5% Football 5,584 6,879 1,295 23.2%Gifts 4,273 4,375 102 2.4%Other 11,670 13,314 1,643 14.1%

Total Resources 27,672$ 30,130$ 2,458$ 8.9%

EXPENDITURES & TRANSFERSSports Men's Basketball 6,023$ 6,265$ 242$ 4.0% Football 11,092 11,354 263 2.4% Women's Sports 6,309 6,993 683 10.8% Other Mens Sports 2,365 2,832 467 19.7%

Total Sports 25,789 27,444 1,655 6.4% Administrative & General 16,613 17,059 446 2.7% Operations & Maintenance 2,916 2,437 (479) -16.4%


Mandatory Transfers Debt Service 3,736$ 5,374$ 1,639$ 43.9%Non-Mandatory Transfers Subsidies for Non-Instructional Activities (20,664) (20,453) 211 -1.0% Other (716) (1,730) (1,013) 141.5%

Total Expenditures & Transfers 27,672$ 30,130$ 2,458$ 8.9%

Net Increase (Decrease) in Fund Balance (0)$ (0)$

INTERCOLLEGIATE ATHLETICS(INCLUDING FIFTH THIRD ARENA)

(IN THOUSANDS)


39

DESIGNATED GENERAL FUNDS Designated general funds are funds that are internally restricted for certain purposes or ac vi es by the Board of Trustees.

Some examples include service centers such as U li es and UCIT. Other examples include Informa on Technology and

Instruc onal Equipment (IT&IE) fees from students, as well as research incen ve departmental funds. Some funds that are a

part of the structural deficit are also included in designated funds, such as claims on opera ons and research deficits. There

are currently over 900 designated funds with a balance of some amount.

All such funds are required to be fully budgeted in income and expense each year through

the annual budget formula on process at the detailed level. Fund balances are checked

for poten al concerns during this process as outlined in the university’s Opera ng Cash

Policy. All areas have submi ed wri en payback plans to eliminate exis ng overdra s

and the Office of Budget Management prevents transfers on already exis ng over‐dra ed

funds.

Designated funds represent an important opportunity for leveraging undesignated general funds in support of the overall mission of the ins tu on and for providing enhancements. Incen ve programs for sponsored projects and con nuing educa on ac vi es provide departments with discre onary funds that are used for instruc onal programs.

HOXWORTH BLOOD CENTER Under the leadership of Ronald A. Sacher, MD, Hoxworth continued to achieve its strategic goals as the community’s only blood center, providing blood, blood components and blood-related services for the patients in the 30 tri-state hospitals served.

GOALS

Hoxworth anticipates collection of 79,000 red cell units in FY 2015 compared to a revised goal for FY 2015 of 82,000 units. Collection goals have been lowered from the initial FY 2015 goal of 92,000 to reflect the decreased usage that is occurring locally, as well as, at the national level.

SUCCESSES

The Cincinnati Comic Expo is the recipient of the 2015 Award of Excellence in the category of Most Creative blood drive from America’s Blood Centers (ABC). The ABC School Drive award went to the University of Cincinnati, while the ABC Corporation of the Year award went to Gold Star Chili.

Hoxworth continues to develop high-profile relationships with local sports teams and universities to entice donor participation. The 13th annual Bengals blood drive week was in October. All donors at the neighborhood donor centers and at the blood drive received a free Bengals jersey. This drive set a new record by registering 2,424 blood donors. This year’s Reds drive which was held June 19 collected 764 products. Additional drives involving the Cincinnati Cyclones, UC/Xavier Crosstown Classic and individual university blood drives were all successful resulting in great collections.

The annual Hero2Hero blood drive was held in November. All donors filled out a holiday card with their own message of encouragement and appreciation from

one hero to another. The cards and Cincinnati style care packages were sent to the men and women serving in the Middle East on the USS George Washington Carrier. Additionally, donors received a Hero2Hero t-shirt.

Bleed for a Cause is a month-long donor recruitment competition open to charitable organizations in all counties where Hoxworth Blood Center collects blood. Charities are accepted into the competition to see who can recruit the most blood donors. The top three winning charities won a cash award. In FY 2014, the program resulted in 2,316 donors participating compared to 1,222 in FY 2013.

In FY 2014, Hoxworth Blood Center collected 87,086 red cell units from community blood donors.

Jose Cancelas and the Research Department recently had three publications accepted in the journal Transfusion on a multicenter clinical trial on the effect of Jose Cancelas and the Research Department recently had three publications accepted in the journal Transfusion on a multicenter clinical trial on the effect of AS-7 (SOLX) storage solution on red cell viability and plasma quality. SOLX stores a higher number of viable red blood cells at 12 weeks versus the current six weeks. These publications confirm previous reports from our group and others using a comprehensive battery of in vitro and in vivo tests indicating that AS-7 storage solution is able to maintain red cell viability for up to 56 days (instead of 42 days as current additive solutions). It also allows overnight hold of blood for

Designated general funds

are funds that are internally

restricted for certain

purposes or ac vi es by

the Board of Trustees.


40

processing and 42-day storage while maintaining bioequivalent levels of plasma clotting factors. Another three publications are submitted and under revision on the analysis of other aspects of blood/stem cell activity.

INITIATIVES Hoxworth is working on building, installing and

validating the electronic blood donor history questionnaire called Donor Doc. Hoxworth is in the validation process and will soon launch at Neighborhood Donor Centers.

Based upon a combination of donor feedback and operational necessities, Hoxworth implemented new days and hours of operation at all eight neighborhood donor centers.

The Transplant Immunology Division continues to diversify its testing portfolio, both for transplant patients and candidates. A new combination of sensitive antibody testing, including aggregated haplotype testing and complement binding activity has been added for renal transplant candidates. In addition, a structure plan of post-transplant antibody monitoring was agreed on with the clinical programs. Also, Hoxworth is validating faster flow-crossmatch assays, which can improve deceased donor utilization by decreased ischemia time.

The Cell Therapy department is producing cellular therapy products for four different ongoing clinical trials with active enrollment at Cincinnati Children’s Hospital Medical Center. One trial involves a unique cultured and purified antiviral T cell product being tested for safety and efficacy in children with viral infections after bone marrow transplant. A purified hematopoietic progenitor cell product is being tested in two different clinical trial applications in the bone marrow transplant setting and a frozen allogeneic human plasma product

is being applied as an eye-drop for a patient with ligneous conjunctivitis. In addition, the Cell Therapy department is also assisting with various aspects of two additional cell therapy clinical trials at UC Health that are testing cellular therapy products produced by biotechnology firms for treatment of stroke and for brain cancer. The Cell Therapy department has recently begun helping with a very promising clinical trial at Cincinnati Children's that is utilizing a genetically engineered immunotherapy product being produced by Novartis for treatment of relapsed pediatric ALL (B cell leukemia).

Hoxworth will soon be implementing new automated technology in the component processing lab. The CompoMat G5 from Fenwal is an automated blood component separator that is designed to automate the separation of whole blood units into blood components.

CHALLENGES Hoxworth is feeling the effect of the early stages of the

Affordable Care Act. Hospital customers are very concerned about the financial impact of this Act and Hoxworth is working with them to see what can be done. Demand for red blood cells has decreased by 11.5% while demand for platelets has increased 5%.

PHYSICAL PLANT CONSTRAINTS AND REQUIREMENTS Hoxworth is investigating a new warehouse for

materials storage and will be expanding warehouse capacity significantly to improve operations. In addition, Hoxworth will be able to take advantage of vertical storage to further increase storage capacity. Off-site operations are being examined as well as space to increase production and storage for the Cellular Therapies department.

SERVICE CENTER OVERVIEW The final two tables in this section represent the budgets for two of the largest university service centers, UCIT and Consolidated Utilities. A service center is an institutional entity that provides a service or product to university users for a fee. The rates charged by the center are calculated so that the center recovers its costs. The university has over 40 service centers, operating under two unique functions as described here:

University Service Center A facility that provides a service or product on a continuous basis to the university community (including the public) and charges the user a predetermined rate calculated to recover the total cost of operations (where the allocation of facilities and administrative costs are material) over a period of time.

Department Service Center A facility that provides a specific type of service or product to a limited segment of the university community; applies a rate to recover the direct costs of providing the service and is not deemed a university service center.

All service centers, including UCIT and Consolidated Utilities, cannot be included in the Total Designated Fund schedules to determine a total for designated funds, because their income is accounted for as an offset to expenditures. While they function as self-supporting entities over time, they are presented here due to their relative size when compared to other funds and departments.


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Information Security and Compliance Governance (ISCG) Committee: Launched ISCG Committee as a fifth topical committee for university IT Governance. These committees – IT Managers, Core Services & Shared Infrastructure, Research & Development, and eLearning – report up to the IT Council, which feeds into the university’s Integrated Decision Making process and to the Senior Vice Presidents. Student, faculty and staff representatives serve as cross-functional team members who work together to drive IT at UC into the university’s third century of educational and research excellence.

Security policy framework and policy review process: Policies govern when and how IT and/or Office of Information Security (OIS) staff are authorized to access university-owned emails, computers, and other resources. The framework and policy review process ensures these are updated and in alignment with the latest technology and privacy laws. UCIT OIS partners with the ISGC Committee to review and update the existing policies.

Holistic Information Security education and awareness program: Partnership with the Office of General Counsel, Human Resources and UCIT provides information security and compliance training to students, faculty and staff throughout their student and employee life cycles. The portfolio includes onboarding training, powered by LawRoom; Health Insurance Portability and Accountability Act (HIPAA) Privacy and Security training, powered by Blackboard; and specialized training for technical (software development) staff, powered by SANS Securing the Human.

Enterprise multi-factor authentication solution: Uses a password / secure token combination for students, faculty, and staff to access key online resources, specifically highly sensitive information technology systems.

Cyber security and big data threat analysis platform, powered by Splunk: This security information and event management tool searches, analyzes, and visualizes the massive streams of data generated by critical university IT systems. Splunk allows the Office of Information Security (OIS) to actively monitor critical systems for abnormalities / suspicious activities and respond to them right away. This surveillance tool will provide unified reporting on actual and attempted security incidents across the university’s IT environments.

Mobile Device Management solution, powered by AirWatch: Approximately 53,000 unique mobile devices connect to the university’s wireless network each day. Each device comes with its own security requirements. Mobile

Device Management (MDM) enables the university to address challenges associated with this exponential growth in mobility by providing a simplified, efficient way to centrally view and manage all devices.

Shared IT Services Partnership Agreement with State of Ohio Computer Center (SOCC): This state of Ohio partnership provides UC a cost effective and secure site to host university data and provide business continuity. The associated project brings the power of state and national 100 Giga bits per second (Gbps) high-speed networks to the university.

NightRide: Partnered with the Department of Public Safety to deploy NightRide, a mobile app that allows students to request shuttle rides on-demand. The app automatically sends ride requests to active shuttles who then pick up the students at designated stops.

SuccessFactors: A key partner in the roll-out of SuccessFactors, the university’s new online system for recruitment management, recruitment marketing and onboarding. An electronic interface to UC Flex to create/modify HR records eliminates manual entry and the potential for human error. The implementation of a more efficient workflow means fewer stops for review and approval, allowing for the faster posting of job opportunities and building of a candidate pool.

Creation of Service Management Office and process improvement project: The university’s IT Service Management Program, based on industry best-practices, ensures the delivery of quality IT services. The program and associated “process improvement project” provide a framework for approaching IT as a university-wide service and key enabler of the university’s Third Century academic and research goals.

UCScienceNet: The UC-SOCC project will connect the university to statewide 100Gbps, high-speed network backbone to assure the speedy transfer of data from UC core systems to the SOCC in Columbus. The National Science Foundation Campus Cyberinfrastructure-Infrastructure, Innovation and Engineering program award (NSF C*IIE) allows the university extend the benefits of that ultra-fast network connection to researchers on campus by funding the establishment of an internal, high-speed network for researchers known as UCScienceNet. This new network will enhance STEM Research already funded by the NSF, the National Aeronautics and Space Administration (NASA), the US Environmental Protection Agency (USEPA), the US

UCIT INITIATIVES


42

Geological Survey (USGS) and private industry in many disciplines.

Cultivating Canopy, the university’s eLearning ecosystem: In partnership with the IT Governance eLearning Topical Committee, colleges and representatives of the IT community, the university established Canopy, the eLearning ecosystem in FY 2014. Canopy is designed to connect students, faculty and researchers with one another and with the eLearning tools and services that will accelerate the university’s Third Century vision to “excel in eLearning.” Critical FY 2015 initiatives included:

Partnership for eLearning Faculty / Staff Professional Development: Partnership with the Center for the Enhancement of Teaching & Learning (CET&L) to provide more than 30 eLearning-related workshop titles to approximately 500 faculty members.

eLearning Speaker Series and 3T Conference: Partnered with national and local eLearning experts to lead interactive demonstrations that fuse pedagogy with best practices in instructional design and technology.

Learning Technology Support Team: Cross-departmental partnership created the Learning Technology Support Team to provide proactive eLearning support by identifying trends; initiating campus-wide communication; creating self-help articles for the IT Knowledgebase; and more.

Partnerships across departments and colleges: the eLearning Backpack Project, Center for Excellence in eLearning Liaisons; Great Gateways, Early Alert; and the planning and design for 50 new online courses.

eLearning re-org: Launched a strategic re-organization to align eLearning to serve the needs of the university community.

The Center for Excellence in eLearning serves as the hub for eLearning partnerships on at the university. The Center’s mission is to partner, empower, and equip the colleges and units to realize the university’s Third Century vision to “excel in eLearning.”

The eLearning Analytics Team will partner to establish systems, processes and data governance to support learning analytics. The insights derived from this work will help improve student and faculty success.

The Office of Distance Learning and Continuing Education programs, Communiversity and Osher Lifelong Learning Institute, joined the eLearning

team. In re-envisioning eLearning at UC. Their office brings multi-state experience in areas such as DL partnerships, administrative support and assurance for Distance Learning State Authorization compliance, and the Quality Matters Program.


Data Center – The university’s existing data center built in the 1970’s recently received some interim power upgrades to support short-term requirements. Long-term the university established a task force with several community partners. The purpose of this task force is to identify the site, space, security, hardware and location requirements for a co-located data center for build or buy. The data center should be designed via a modular approach allowing the center to ‘grow as you go’. This will prevent overbuilding the data center. The task force report is due in July.

Sanders Node Room: Sanders node room distributes essential voice and data communications to campus buildings adjacent to its location. It also provides redundancy to external telecommunication and Internet service providers for the institution in the event the primary ingress is disabled. The current space requires a physical expansion to accommodate current and future telecommunication needs of the university, such as a distributed antenna system.

Wireless build to outdoor spaces: Securewireless, the university’s secure wireless network, blankets every building and a few of the large green spaces on campus (McMicken Lawn, CCM Plaza and Sigma Sigma Commons). The BYOD (bring your own device) academic experience and emergent technology trends that are converging wireless and cellular technologies expands the demand for user access into more outdoor spaces. Accommodating this expectation requires cell carrier partnerships and an outdoor infrastructure design that leverages and blends the best features of these technologies to deliver a high quality mobile voice and data business/personal experience.

SUCCESSES

Intel Security Endpoint Protection: The Intel Security Server delivers centrally managed security tools (anti-virus, anti-malware and desktop encryption services to faculty/staff machines) and allows unit-level IT administrators to manage their own systems. To date, 26 colleges and departments have incorporated this architecture into their operations.

Cloud storage and collaboration, powered by Box: Launched a cloud-based file storage platform designed to


43

enable users to securely store, share, manage and access files from anywhere from any device. To date more than 2,000 students, faculty and staff members have activated Box accounts, totaling approximately 3 terabytes of data.

Market-rate server storage: Provides an Enterprise Data storage solution located in the university’s data center and at the SOCC. The new Isolon data storage solution will allow UCIT to offer very competitive pricing ($0.04 per

gigabyte) to the colleges and departments that require secure data storage and backup.

Dell Computer Warranty Repair: Offering warranty repair services for Dell computers at the RESnet store on MailStreet.

NSF Award for Dedicated, High-Speed Research Network: Faculty researchers in the College of Engineering & Applied Science and the McMicken College of Arts & Sciences teamed up with UCIT to submit the National Science Foundation (NSF) Campus Cyberinfrastructure – Infrastructure, Innovation and Engineering program (CC*IIE) grant. The $499,741 award funds the development of UCScienceNet, a dedicated, high speed research network, which will facilitate the transfer of very large data sets or very fast transfer of data for real-time visualization and analysis.

Scholar@UC: Partnered with the Office of Research and UC Libraries to launch Scholar@UC, a digital repository that enables the university to share its research and scholarly work with a worldwide audience.

Enterprise eLearning toolset: Partnered with vendors to leverage UC’s scale and purchasing power in the contracts for eLearning tools such as the Learning Management

System, powered by Blackboard; pilots for an enterprise video streaming and repository; powered by Kaltura; and lecture capture and associated tools, powered by Echo360. The emerging eLearning ecosystem allows the university to provide enterprise-wide professional development, support, communication, and documentation for the eLearning toolset.

CHALLENGES

Wireless connectivity in a BYOD (bring your own device) world – Before the wireless build out project began, there were 3,000 to 3,500 simultaneous user connections on the wireless network that consisted of just 700 access points. Today, there are more than 53,000 unique wireless users connected to the nearly 4,300 access point network. This evidence plainly demonstrates the incredible demand for the university to provide widespread, secure and compliant wireless access to all students, faculty and staff.

Procurement & Contracting – Colleges and administrative units outside of UCIT are purchasing and contracting for hardware, software and services absent of consulting for related accessibility, data security and other compliance risks. Engagement to conduct due diligence after the fact requires more energy to course correct because leverage with vendors is compromised once a PO is issued or contract executed. Regulatory compliance requirements are creating the need for an Information Technology review step in the procurement and contracting process to meet compliance requirements and mitigate risk

Before the wireless build out project began, there were 3,000 to 3,500

simultaneous user connec ons on the wireless network that consisted of just

700 access points. Today, there are more than 53,000 unique wireless users

connected to the nearly 4,300 access point network.


44

CONSOLIDATED UTILITIES Consolidated U li es strives to reduce greenhouse gases and the consump on of energy, while at the same

me keeping rates charged to customers (i.e. – the university) level or slightly lower than in prior years. The

department aims to u lize equipment in the most efficient manner possible, while pushing towards the

University of Cincinna ’s goal of reducing the carbon footprint. To help comply with this goal, newer

technologies have been installed that comply with new EPA regula ons which will help reduce dependence on

coal. Even though producing u li es internally helps reduce the carbon footprint, electricity s ll must be

purchased from outside vendors. For this purchased electricity, Consolidated U li es buys directly from the

Electric Power Grid (PJM) which results in lower costs.

Over the past five years (FY 2010 – projected FY 2015), overall utilities costs have decreased by 5% resulting in a steady utility budget for the general funds of the university. For projected FY 2015, the overall costs are expected to be less than budget by 5%. Consolidated Utilities continues to coordinate energy reduction projects for the university, thereby lowering costs. Further, the department has taken advantage of lower natural gas prices by locking rates at bottom prices. Finally, Utilities negotiated contracts for electric rates that have kept price in-creases at minimum for purchased electrical needs.

For FY 2016, the Resources and Expenditures budgets are both expected to decrease. Consolidat-ed Utilities continues to negotiate contracts for elec-tricity and natural gas to help hedge needs and lock in lower prices in an effort to reduce the commodity budget. Rates are expected to remain unchanged for FY 2016, but consumption in buildings continues to decrease from year to year. As a result of these actions, utilities expects a surplus which will be used in future years to cover aging infrastructure utilities needs for the university and utility plants. All cus-tomers’ rates are expected to remain unchanged; thus, the General Funds Utilities budget should re-main consistent from year to year.

The future looks bright, but challenges remain. Though the university has many new buildings, the infrastructure delivering utilities is outdated. This infrastructure includes equipment in the power plants, electric lines to buildings, and the utility equipment within the buildings. Consolidated Utili-ties is responsible for maintaining this equipment. As this infrastructure deteriorates a little more each year, some equipment has exhausted its use life. Replacement of this equipment ranges in the mil-lions. The cost of funding of these projects is a challenge within the university and utilities. As this equipment continues to fail, the cost of replacement will have an effect on future rates. By funding with current surpluses, utilities can avoid substantial rate increases in the future. While natural gas prices remain low, the department will capitalize on these desirable rates for future budgets. With the electric contract, Consolidated Utilities will be able to max-imize on the right opportunities to purchase or pro-duce utility needs of the university and continue to strive to keep budgets constant over the foreseeable future by being diligent with technological and eco-nomic changes occurring in the operating environ-ment. Though future weather is unpredictable, Con-solidated Utilities tries to maintain the costs and rates it can control.

Over the past five years (FY 2010 – projected FY 2015), overall u li es

costs have decreased by 5% resul ng in a steady u lity budget for the

general funds of the university.


45

FY 2015Budget

FY 2016Budget


RESOURCES Gross Tuition, Fee and Other Student Charges 29,429$ 32,516$ 3,087$ 10.5% Less Scholarships and Fellowships - - -


Govt and Private Grants and Contracts 15,416 15,073 (343) -2.2% Private Gifts - 0 0 Endowment Income 1,305 1,300 (5) -0.3% Sales and Service 66,960 64,035 (2,924) -4.4% Other Sources 13,727 13,499 (227) -1.7%

Total Resources 126,837$ 126,424$ (413)$ -0.3%

EXPENDITURES Educational and General Instructional and General 4,679$ 5,732$ 1,053$ 22.5% Separately Budgeted Research 19,511 18,643 (868) -4.4% Public Services 55,460 54,436 (1,023) -1.8% Academic Support 16,207 16,390 182 1.1% Student Services 20,262 22,390 2,128 10.5% Institutional Support 30,134 29,407 (727) -2.4% Operation and Maintenance of Plant (3,541) (3,755) (213) -6.0% Scholarships and Fellowships 1,312 1,486 173 13.2%

Total Educational and General 144,023$ 144,728$ 705$ 0.5%

Auxiliary Enterprises Mandatory Transfers Debt Service 31,039$ 30,750$ (289)$ -0.9% Nonmandatory Transfers Subsidies to Non-Instructional Units 6,153 4,875 (1,278) -20.8% Undesignated General Funds (51,321) (56,697) (5,376) 10.5% Other 1,897 3,699 1,803 95.1% Claims On Operations (6,500) (7,500) (1,000) 15.4%

Total Expenditures and Transfers 125,291$ 119,855$ (5,435)$ -4.3%

Net Increase (Decrease) In Fund Balance 1,546$ 6,568$

DESIGNATED GENERAL FUNDSINCLUDING HOXWORTH BLOOD CENTER

(IN THOUSANDS)

*The Gross Tuition, Fee and Other Student Charges line includes ITIE, Student Health Insurance, Study Abroad, and other miscellaneous student fees.


46

FY 2015Budget


PercentChange

RESOURCES Services Provided 49,413$ 46,225$ (3,189)$ -6.5% Interest Income 545 550 5 0.9%

Total Resources 49,958$ 46,775$ (3,185)$ -6.4%

EXPENDITURES Compensation 21,265$ 21,240$ (25)$ -0.1% Other 25,661 23,808 (1,853) -7.2%

Total Educational and General 46,925$ 45,047$ (1,878)$ -4.0%

Mandatory Transfers Debt Service Non-Mandatory Transfers Plant Funds 1,380$ -$ (1,380)$ -100.0% Other - 1,380 1,380


Net Increase (Decrease) in Fund Balance 1,653$ 347$

DESIGNATED GENERAL FUNDSHOXWORTH BLOOD CENTER

(IN THOUSANDS)


47

FY 2015Budget


PercentChange

RESOURCES Recovery - General Fund -$ -$ -$ Recovery - Other 15,444 17,181 1,735 11.2%Total Resources 15,444$ 17,181$ 1,735$ 11.2%

EXPENDITURESCompensation 15,449$ 16,816$ 1,366$ 8.8%Other 12,465 10,871 (1,594) -12.8%Total Educational and General 27,914$ 27,687$ (229)$ -0.8%

Mandatory Transfers Debt Service -$ -$ -$ Nonmandatory Transfers Plant Funds 2,640 2,531 (111) -4.2% Undesignated (11,556) (11,770) (214) 1.9% Other (2,351) (2,100) 251 -10.7%Total Expenditures and Transfers 16,649$ 16,347$ (302)$ -1.8%

Net Increase (Decrease) In Fund Balance (1,204)$ 834$

DESIGNATED GENERAL FUNDSUCIT

(IN THOUSANDS)

This budget reflects resources and expenditures for a University Service Center. A UniversityService Center is an entity which provides a service or product on a continuing basis to theUniversity Community (sometimes including the public) and charges the user a predetermined ratewhich is calculated to recover the total cost of operation over a specified period of time.


48

FY 2015Budget


PercentChange

RESOURCES Recovery - Steam 22,532$ 21,742$ (790)$ -3.5% Recovery - Chilled Water 15,008 15,431 423 2.8% Recovery - Electric 23,959 23,122 (837) -3.5% Recovery - Water and Sewage 2,998 3,122 124 4.1% Recovery - Other 4,558 4,513 (46) -1.0%

Total Resources 69,055$ 67,929$ (1,126)$ -1.6%

EXPENDITURES Compensation 5,405$ 5,573$ 168$ 3.1% All Other 50,014 45,222 (4,792) -9.6%Total Expenditures 55,419$ 50,795$ (4,623)$ -8.3%

Mandatory Transfers Debt Service 11,735$ 11,722$ (13)$ -0.1% Non-Mandatory Transfers Plant Fund 512 5,291 4,779 933.6% Undesignated Central - - - Designated 1,330 - (1,330) -100.0% Other - - -


Net Increase (Decrease) in Fund Balance 59$ 122$

DESIGNATED GENERAL FUNDSCONSOLIDATED UTILITIES

(IN THOUSANDS)

This budget reflects resources and expenditures for a University Service Center. A University Service Center is anentity which provides a service or product on a continuing basis to the University Community (sometimes includingthe public) and charges the user a predetermined rate which is calculated to recover the total cost of operation overa specified period of time.


49

RESTRICTED FUNDS Restricted funds are those funds that the university receives that have been designated by an external agency or individual and

are limited to the support of a specific purpose and/or unit. Included in this group are gi funds, the earnings on endowments,

and both private and governmental grants and contracts. Restricted funds are under the local control of colleges and vice

presiden al areas within the external restric ons imposed. Actual income must have been received, or guaranteed from these

sources before expenditure budgets are approved. These funds are reviewed centrally based on the Opera ng Cash Policy and

are an important addi on to the university budget, in terms of their leveraging effects to the undesignated general fund.

Increased compe on in funding from major federal science agencies including the Na onal Ins tutes of Health and the

Na onal Science Founda on con nue to create challenges for the university.

State appropria ons are primarily funds retained by the College of Medicine for Clinical Teaching Subsidy. A variety of

programs are supported at the college with this important source of funds.

RESEARCH

Research success is one of the primary drivers of the university’s prestige and reputation, ultimately improving its ability to accomplish its mission. While university-level research supports society and enhances the university’s reputation, UC must also strive to continue to invest in both fundamental discovery as well as applied research whether traditionally funded or unfunded, upon which success as a research institution truly depends. This is not, however, the sole metric for success. Rather, success must be measured in the ability to advance knowledge, disciplines, and reputation, working with other universities, and society’s interest and well-being, regionally, nationally and globally. Although research in the arts, performing arts, humanities, and social sciences tends not to generate large amounts of extramural funding, these areas are no less vital to the prestige of high research intensive academic institutions (i.e. Carnegie Classification). Excellence in all areas is a prerequisite for national and international standing, and is essential in providing a rich and inclusive learning and research environment.

GOALS The research enterprise is essential to the University of Cincinnati’s mission in all aspects of what the university seeks to be, including: educating and training of future scientists, teachers, and clinicians; generating knowledge that has positive outcomes for stakeholders inside and outside of the institution; improving healthcare; and enhancing community economic and social growth and well-being. A defining characteristic of UC’s research agenda will be the inclusion of a wide range of voices, perspectives, and experiences, especially of those who have been historically underrepresented. As with the educational mission, research efforts must be proactively supported and nurtured (i.e. sustained) to continue to support the university mission and remain competitive. Vigilance as to what constitutes a sustainable research enterprise is critical since the long-term viability of research cannot be taken for granted. In the current research environment, shifting faculty dynamics, increasing external competition, aging infrastructure, dramatic shifts in funding sources and the stress to support higher education, all create a challenging environment for sustainable growth in research and to

maintaining the infrastructure necessary to meet these challenges.

Five overreaching goals frame UC’s research mission:

1. Reaffirming the quality and essential nature of the research mission

2. Equality and diversity in all aspects of the research enterprise

3. Building a culture and environment of cross-disciplinary research

4. Creating a sustainable infrastructure which supports cross-disciplinary research

5. Realigning the faculty reward system to value research excellence

INITIATIVES

Current research initiatives are an integral part of UC’s Creating Our Third Century institutional priorities and are discussed in Section 1 of this book.

Research

success is one of

the primary

drivers of the

university’s

pres ge

and reputa on,

ul mately

improving its

ability to

accomplish its

mission.


50

MAJOR RESEARCH SUCCESSES FOR FY 2015

Many noteworthy research projects that have been added to the university’s portfolio for FY 2015 include the following:

Patient-Centered Outcomes Research Institute award for “Mobility: Improving Patient-Centered Outcomes Among Overweight and Obese Youth with Bipolar Spectrum Disorders Treated with Second-Generation Antipsychotics.” This award is $12.9M over 5 years.

Department of Energy award for “Enhanced Air-Cooling System with Optimized Asynchronously-Cooled Thermal Energy Storage“; $3.4 M over 3 years.

National Institute of Health has just announced it will renew UC’s CTSA program for the next 5 years.

University of Cincinnati Research Institute (UCRI) serves to connect UC experts to industry partners, facilitate commercialization of research and enhance cooperative and experiential learning experiences for UC students. FY 2015 like FY 2014 has been very successful. Of particular note is a new center UC2U which will market, recruit and advise non-traditional students who further their education with on-line for credit courses.

CHALLENGES

Increased competition in funding from major federal science agencies including the National Institutes of Health and the National Science Foundation continue to create challenges for the university.

FACILITIES & ADMINISTRATIVE RATES

The federal government reimburses the university for Facilities and Administrative (F&A) costs (also called indirect costs) asso-ciated with sponsored research as well as technical assistance agreements. F&A costs are those costs associated with provid-ing and maintaining the infrastructure that supports the research enterprise (buildings and their maintenance, libraries, etc.) and which cannot easily be identified with a specific project. The campus distribution of the funding received is represented in the following chart.

This distribution is determined internally and is subject to change.

The Department of Health and Human Services has issued a determination for federal Facilities & Administrative (F&A) rates effective FY 2013 through FY 2016. The approved rates were determined, as required by the Office of Management and Budget (OMB) Uniform Cost Principles, following a rigorous process which included a comprehensive space survey in conjunc-tion with analysis of the research expenditure base. The determination was favorable and substantiates UC’s strong research portfolio.

FY 2015 will be the base year for the next university F&A cost proposal to be submitted by December 31, 2015. A new com-prehensive space study was performed in FY 2015 for use in the F&A proposal.

The full listing of F&A rates for the FY 2013-2016 period can be found on the Government Cost Compliance website www.uc.edu/af/budgetfinsvcs/gcc.html.

RESEARCHSUPPORT

Fixed Budget AmountApproved Annually

REMAINING FUNDS

After Distribution toResearch Support

Facilities & Administrative Rates Distribution

General Funds65.8%

Research Cost Share1.9%

Deans32.3%

REMAINING FUNDS DISTRIBUTION


51

ENDOWMENT

The endowment provides a permanent base of support to current opera ons of the university. The university’s Investment

Office is responsible for investment management of the endowment. With oversight by the Investment Commi ee of the

Board of Trustees, the Investment Office balances expected investment returns and risks to create a diversified por olio using

external investment managers. The primary objec ve is to sustain spending by earning returns that maintain the real,

infla on‐adjusted value of the endowment a er spending and fees.

As of March 31, 2015, the market value of the endowment was $1.201B, up 5.7% since June 30, 2014. Endowment Fund “A”, the internally-managed endowment capital pool, has a value of $864.7M. Excluding $71M in neighborhood development corporations loans and local real estate, it consists of approximately 38% developed markets public equities, 15% developed markets public fixed income, 10% emerging markets public equities, 19% absolute return funds, 2% public real assets and 16% other investments, including private equity and real estate. Based on market values at the end of FY 2014, the UC endowment is the 78th largest of 832 endowments of U.S. and Canadian public and private institutions of higher education.

PERFORMANCE

The Investment Portfolio generated +8.6% annualized gains for the five-year period ended March 31, 2014. Over the past five years, financial markets have experienced repeated bouts of turmoil from government actions

including the U.S. debt ceiling and fiscal cliff debates, continued central bank stimulus, and concerns over the potential impact of reductions in the U.S. Federal Reserve’s extraordinary stimulus measures. The Investment Office is very pleased with the 5-year performance results, particularly given that a new strategic asset allocation was implemented during this period. Material allocation shifts, combined with volatile markets increase the risk of getting caught wrong-footed. The Investment Office’s staged migration diminished these risks.

1Source: the NACUBO-Commonfund Study of Endowments 2014

As of March 31,

2015, the market

value of the

endowment was

$1.201B, up 5.7%

since June 30, 2014.


52

ASSET ALLOCATION

The Investment Office has sought to create an asset allo-cation that will maximize the odds that Fund A will achieve the Primary Objective, while remaining within the universi-ty’s risk tolerance, by seeking to take the most profitable risks in appropriate amounts in a highly diversified portfolio. Asset Allocation actions taken:

Decrease Core Fixed Income: The core fixed income allocation was decreased to 13.5% down from 15.0%. With the university reducing the spending policy, the need for cash and fixed income in case of an emer-gency is not as high as it was before. In addition, cur-rent yields are relatively unattractive given potential rising interest rates.

Increase Private Equity: The Private Equity allocation was increased to 13.5% up from 12.0%. Private Equi-ty returns have justified the risks and the UC Invest-ment Office is comfortable making a slight increase in this allocation.

Current Approach

Fixed Income: Low rates mandate an underweight to fixed income. In addition, the portfolio is focused on high-quality traditional fixed income.

Developed Equities: The portfolio currently maintains full weightings to U.S., European, and Japanese equi-ties. While the U.S. appears to be fully valued, it is the strongest global economy and potential upside from a strong dollar remains.

Emerging Market Equities: The investment office is taking a long-term view on emerging market equities. Current valuations provide opportunities for active management with a long-term horizon.

Absolute Return: Maintaining a full weighting to abso-lute return managers offers downside protection after several years of strong equity performance. In addi-tion, these managers are well suited to take advantage of opportunities from dislocations in the energy sector.

SPENDING

On April 23, 2013 the Board of Trustees approved an amendment of rule 3361:20-41-01 to i) reduce the endow-ment spending policy rate from 5.0% in FY 2013 to 4.75% for FY 2014 and to 4.5% for FY 2015 and FY 2016; and ii) exclude both Neighborhood Development Corporation Loans and local real estate-related assets from the spend-ing policy calculation for all historical periods starting with the calculation for FY 2015. The UC Foundation fundrais-ing fee has been reduced from 2.0% in FY 2014, to 1.75% in FY 2015 and 1.50% in FY 2016, with the expectation that it will continue to be reduced to 1.25% in FY 2017 and 1.0% in 2018. Reducing the spending policy and UC Foundation fee, modifying the asset base used in the spending policy calculation, and implementing other cost control measures are critical steps to help insure the long term protection of the endowment corpus and provide on-going intergenerational equity.


53

FY 2015Budget


PercentChange

RESOURCES State Appropriations 8,101$ 8,808$ 707$ 8.7% Govt. and Private Grants and Contracts 171,614 181,286 9,672 5.6% Private Gifts 51,711 48,997 (2,714) -5.2% Endowment Income 53,012 53,296 283 0.5% Temporary Investments - - - Other 2,050 1,216 (833) -40.7%

Total Resources 286,487$ 293,603$ 7,116$ 2.5%

EXPENDITURES & TRANSFERS Educational and General Instruction and Department Research 48,919$ 49,575$ 655$ 1.3% Separately Budgeted Research 136,234 145,653 9,419 6.9% Public Service 6,602 6,922 320 4.8% Academic Support 12,920 12,913 (8) -0.1% Student Services 3,299 3,242 (57) -1.7% Institutional Support 4,254 507 (3,747) -88.1% Operation & Maintenance of Plant 64 50 (14) -21.2% Scholarship and Fellowship 59,383 60,241 858 1.4%


Mandatory Transfers Debt Service -$ 508$ 508$ Nonmandatory Transfers Other 13,403 14,353 950 7.1%

Total Expenditures & Transfers 285,079$ 293,964$ 8,884$ 3.1%

Net Increase (Decrease) in Fund Balance 1,408$ (362)$

RESTRICTED FUNDS(IN THOUSANDS)


54

APPENDIX 1 Student Fees and Historical Data

Fall Fall Fall Fall Fall Fall

FY15 FY16 FY15 FY16 FY15 FY16

FULL TIME RATES

Undergraduate Programs:

Uptown Campus $257 $257 $398 $398 $184 $184

Clermont College $0 $0 $233 $2333

$135 $135

UC Blue Ash College $0 $0 $233 $2333

$135 $135

Professional Programs:

Law $257 $257 $398 $398 $184 $184

Medicine (MD) $257 $257 $398 $398 $0 $0

Pharmacy (PharmD) $257 $257 $398 $398 $184 $184

Graduate Programs4 $257 $257 $398 $398 $184 $184

INSTRUCTIONAL FEE

AND NONRESIDENT SURCHARGE

Ohio Out‐of‐State5

Fall Fall Fall Fall

FY15 FY16 FY15 FY16

FULL TIME RATES


Uptown Campus $4,661 $4,661 $12,328 $12,328

Clermont College $2,290 $2,290 $5,906 $5,906

UC Blue Ash College $2,637 $2,637 $7,036 $7,036


Law $11,166 $11,166 $13,666 $13,666

Medicine (MD) $14,185 $14,185 $23,317 $23,317

Pharmacy (PharmD) $8,306 $8,306 $14,770 $14,770

Graduate Programs4 $6,395 $6,395 $12,266 $12,266

PART TIME PER CREDIT HOUR FEES

(INSTRUCTIONAL, GENERAL, IT&IE, CAMPUS LIFE

AND NONRESIDENT SURCHARGE)

Ohio Out‐of‐State

Fall Fall Fall Fall

FY15 FY16 FY15 FY16

PART‐TIME RATES


Uptown Campus $459 $459 $1,098 $1,098

Clermont College $222 $222 $523 $523

UC Blue Ash College $251 $251 $617 $617


Law $1,001 $1,001 $1,209 $1,209

Medicine (MD) $1,237 $1,237 $1,998 $1,998

Pharmacy (PharmD) $915 $915 $1,561 $1,561

Graduate Programs4 $724 $724 $1,311 $1,311

(1) Campus Li fe Fee approved at the May 23, 2000 Board of Trustees meeting.

(2) The IT&IE Fee ass i sts in funding information technology, instructional equipment and improved s tudent access to

computer resources and other instructional materia ls .

(3) Includes parking fee of $48 per semester for Clermont & $70 per semester for Blue Ash.

(4) Medicine Graduate Programs do not charge the IT&IE Fee.

(5) Includes the Ohio instructiona l fee and the non‐res ident surcharge.

PROPOSED SEMESTER STUDENT FEES

EFFECTIVE FALL SEMESTER 2015

CAMPUS LIFE FEE1

GENERAL FEE IT&IE FEE2


55

Fall Fall Fall Fall

FY 15 FY 16 FY 15 FY 16

Tuition & Tuition & Dollar Tuition & Tuition & Dollar

Fees Fees Change Fees Fees Change

Undergraduate

Uptown Campus $5,500 $5,500 $0 0.0% $13,167 $13,167 $0 0.0%

Clermont College 1 $2,658 $2,658 $0 0.0% $6,274 $6,274 $0 0.0%

UC Blue Ash College1 $3,005 $3,005 $0 0.0% $7,404 $7,404 $0 0.0%

Professional Programs

Law2 $12,005 $12,005 $0 0.0% $14,505 $14,505 $0 0.0%

Medicine (MD) $14,840 $14,840 $0 0.0% $23,972 $23,972 $0 0.0%

Pharmacy (PharmD) $9,145 $9,145 $0 0.0% $15,609 $15,609 $0 0.0%

Graduate Programs3 $7,234 $7,234 $0 0.0% $13,105 $13,105 $0 0.0%

FY 15 FY 16 FY 15 FY 16

Tuition & Tuition & Dollar Tuition & Tuition & Dollar

Fees Fees Change Fees Fees Change

Undergraduate

Uptown Campus $11,000 $11,000 $0 0.0% $26,334 $26,334 $0 0.0%

Clermont College 1 $5,316 $5,316 $0 0.0% $12,548 $12,548 $0 0.0%

UC Blue Ash College1 $6,010 $6,010 $0 0.0% $14,808 $14,808 $0 0.0%

Professional Programs

Law2 $24,010 $24,010 $0 0.0% $29,010 $29,010 $0 0.0%

Medicine (MD) $29,680 $29,680 $0 0.0% $47,944 $47,944 $0 0.0%

Pharmacy (PharmD) $18,290 $18,290 $0 0.0% $31,218 $31,218 $0 0.0%

Graduate Programs3 $14,468 $14,468 $0 0.0% $26,210 $26,210 $0 0.0%

(1) A parking fee of $48 per semester i s assessed by Clermont & $70 per semester by Blue Ash (included in the above amounts ).

(2) Law Non‐res ident surcharge reduced to $2,500/semester as approved by the BOT at their 6/25/13 meeting.

(3) Medicine Graduate Programs do not charge the IT&IE Fee.

Percentage

Change

Percentage

Change

FULL‐TIME FULL‐TIME

RESIDENT TUITION & FEES NON‐RESIDENT TUITION & FEES

Annual Annual

ALL CAMPUSES EFFECTIVE FALL SEMESTER 2015

PROPOSED SUMMARY OF SEMESTER STUDENT FEES

ALL CAMPUSES EFFECTIVE FALL SEMESTER 2015

FULL‐TIME FULL‐TIME

RESIDENT TUITION & FEES NON‐RESIDENT TUITION & FEESSemester Semester

Percentage

Change

Percentage

Change

PROPOSED SUMMARY OF ANNUAL STUDENT FEES


56

FULL-TIME PART-TIME

Undergraduate Programs:Per Semester Per Credit Hour or

Flat Fee

College of Engineering & Applied Science 504$ 42$ CECH - Information Technology Program Only 300$ 25$ College of Nursing BSN 338$ 29$ College Conservatory of Music 603$ 60$ College of Design, Architecture, Art and Planning - Art History, 400$ 34$

Horticulture, Urban Studies and all Undergrad Certificates ONLYCollege of Design, Architecture, Art and Planning - Excluding the DAAP 750$ 63$

programs aboveCollege of Arts & Sciences - STEM Programs ONLY 215$ 18$ College of Allied Health Sciences (Excluding Social Work & DL Programs) 215$ 18$ College of Allied Health Sciences (DL programs only, excluding Social Work) 75$ 7$ College of Business 500$ 42$ Clermont College - Allied Health programs only 215$ 18$ Distance Learning Fee 257$ 22$

FULL-TIME PART-TIME

Graduate Programs:Per Semester Per Credit Hour or

Flat Fee

College of Engineering & Applied Science 504$ 51$ College of Nursing MSN 338$ 34$ College of Nursing MSN-DL 563$ 563$ College Conservatory of Music 603$ 60$ College of Design, Architecture, Art and Planning - Art History, Art 400$ 40$

Education, MS in Architecture, Ph.D. in Architecture, Ph.D. in Planning and all Graduate Certificates ONLY

College of Design, Architecture, Art and Plan - Excluding the DAAP 750$ 75$ programs above

College of Business - MS Taxation 1,000$ 100$ College of Business - Grad. Cert. in Corp. & Indiv. Taxation 1,000$ 100$ College of Allied Health Sciences (Excluding Social Work & DL Programs) 215$ 22$ College of Allied Health Sciences (DL programs only, excluding Social Work) 75$ 8$ Distance Learning Fee 257$ 26$

Professional Programs:COM- MD Students (Flat Fee for Fall Semester ONLY) 175$ 175$

Distance Learning Fee for Law & MD 257$ 22$ Distance Learning Fee for PharmD 257$ 26$

PROPOSED PROGRAM FEES

EFFECTIVE FISCAL YEAR 2016


57

Special Fees Continued on Next Page

In-State Non-Resident In-State Non-ResidentTotal Total Total Total

BTAS Programs - Branch CampusesClermont College - BTAS programUC Blue Ash College - BTAS program

Distance LearningEarly Childhood (ECLC) AAS - DLEarly Childhood (ECLC) Baccalaureate - DLSpecial Education Sign Language - DLSubstance Abuse Counseling - DLClinical Lab Science - DLHealth Info Sys / Healthcare Privacy / Physician Prac Mgt - Cler. AS-DLHealth Information Management - DLHealth Sciences / Respritory Care - DLFire Science Technology AAS - DLFire Science Technology Baccalaureate - DLRadiation Science Technology - Blue Ash DL

Undergraduate Metropolitan RateUC Uptown Metro RateUC Blue Ash Metro RateUC Clermont Metro Rate

Undergraduate CertificateMetro RateClermont Medical Biller/CoderClermont Software ProductivityViolence Prevention in Families - DL - CECHSubstance Abuse Prevention - DL - CECHUC Blue Ash College Biology - Clinical Research - DL

2 JD/MBA

2 JD/MS

Graduate Metropolitan Rate - JDGraduate Metropolitan Rate - MDGraduate Metropolitan Rate - PharmD

1

2

PART-TIMEFULL-TIME

PROPOSED SPECIAL FEE PROGRAMSEFFECTIVE FISCAL YEAR 2016

915$ 1,155$

Includes Instructional Fee, General Fee, Campus Life/Distance Learning Fee, ITIE Fee and Non-Resident Surcharge. Does not include Program Fees.

1,262$ 1,237$ 1,001$ 1,026$

474$ 273$ 288$ 459$

259$ 459$ 474$ 244$ 244$ 259$

484$ 459$

484$ 459$ 251$ 222$

276$ 247$

474$ 459$

474$ 459$ 474$ 459$

459$ 474$

259$ 459$ 474$ 244$

474$ 459$ 474$ 459$

474$ 459$ 474$ 459$

736$

459$ 474$

319$ 736$ 319$

9,145$ 11,560$ 14,840$ 12,005$ 12,305$

15,140$

1 year at Grad rates ---> 7,234$ 13,105$

10,479$ 12,898$ 3 years at Law rates ---> 12,005$ 1 year at M BA rates --->

14,505$

Professional Programs:3 years at Law rates ---> 12,005$ 14,505$

5,680$ 3,262$ 3,442$ 5,500$

3,095$ 5,500$ 5,680$ 2,915$ 2,915$ 3,095$

5,800$ 5,500$

5,800$ 5,500$ 3,005$ 2,658$

3,305$ 2,958$

5,680$ 5,500$ 5,500$ 5,680$

5,680$ 5,500$ 5,680$ 5,500$

3,095$ 5,500$ 5,680$ 2,915$

5,680$ 5,500$ 5,680$ 5,500$ 5,500$ 5,680$ 5,500$


3,836$ 8,834$ 3,836$ 8,834$

Undergraduate and Professional Programs, Includes Tuition and all Mandatory Fees1

Joint degree programs in the College of Law are charged at the rate of 3 years of semester full-time Law fees and 1 year of semester MBA or Graduate full-time fees. This is managed by the changing of the students academic program when appropriate.

5,500$ 5,680$ 5,680$


58

In-State Non-Resident In-State Non-ResidentTotal Total Total Total

2 MBA, MS and Open Graduate Programs - College of BusinessMA - Economics & Human Resources - College of BusinessMS in PhysiologyMS in Safety PharmacologyMS Pharm Sciences in Drug Development -Evening

2 Graduate Metropolitan RateMBA and MS Graduate Programs - College of Business

2 Graduate Metropolitan RateM Architecture Only

Graduate Metropolitan Rate (except COM)Graduate Metropolitan Rate - COM onlyGenetic Counseling, Clinical Embryology CourseDistance Learning

Criminal Justice - DLEducational Leadership - DLM. Ed. For Medical Educators - DLM. Ed. For Foundation in Behavior Analysis - DLM. Ed. For Literacy & Second Language Studies - DLSpecial Education - DLNurse Midwifery - DLWomen's Health - DLTTI with Allied Health - DLAdult Nurse Practitioner - DLClinical Nurse Specialist/Nurse Educator - DLFamily Nurse Practitioner - DLPsychiatric Clinical Nurse Specialist - DLPsychiatric Nurse Practitioner - DLNursing Administration - DLAcute Care Pediatric Nurse Practitioner - DLAdult Acute Care Nurse Practitioner - DLMaster of Engineering - DLMBA - DLMS in Taxation - DLMS Pharm Sciences in Cosmetic Science - DLMS Pharm Sciences in Drug Development - DL

2 M Architecture only

Graduate CertificateOccupational Health Nursing Clinical & Translational ResearchAnimal AudiologyCoB - Individual & Corp. Taxation

Distance Learning - Graduate CertificateMedical Education C&I - DLLearning with Community Resources - DL - CECHLeadership in Online Learning - DL - CECHCommunity & Public Health Education - DLBehavioral Analysis - DLSubstance Abuse Prevention - DLTeach English to Speakers of other Languages - DLAdult/International Teach English as another Lang. - TESL-DLTeacher Leader - DLP 12 Reading - DLGifted - DLAutism - DLSTEM T - DLOnline Learning - DL - CECHPharm- Cosmetic Sciences - DLPharm-Clinical Trial Design & Rsrch: New Drug & Device Dev.-DLPharm-Global Regulatiory Affairs in Drug Development - DL

1

2 These programs are handled via special charging groups and billing rates only applicable to these academic programs.

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 724$ 739$

739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$ 724$ 739$

890$

724$ 739$

905$ 890$ 890$

1,620$ 724$ 739$

1,033$ 724$ 739$

1,624$ 834$

739$ 724$ 739$ 724$

739$

890$ 905$

724$ 890$ 905$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$ 724$ 739$ 724$

739$

724$ 739$

724$ 731$ 706$

859$ 724$ 749$ 834$

1,349$ 724$ 739$

1,298$ 1,916$ 1,936$

890$ 890$ 890$ 890$

8,606$

7,384$

7,384$

7,384$

7,384$

7,384$

7,384$

7,384$

7,384$

7,234$

7,384$ 7,234$ 7,384$ 7,234$ 7,234$ 7,384$ 7,234$ 7,234$ 7,384$ 7,234$ 7,384$ 7,234$ 7,234$ 7,234$ 7,234$ 7,234$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$ 7,234$ 7,384$

10,324$

10,479$ 14,398$

7,234$ 7,384$

CoB - All GC Programs except Indl. & Corp. Taxation

16,195$

10,479$ 12,898$

16,235$ Graduate Certificates:

8,336$

7,384$ 7,234$ 7,384$ 7,234$

7,384$

10,479$ 12,898$

7,234$ 10,479$ 14,398$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,384$ 7,234$ 7,384$ 7,234$

7,320$

7,234$ 7,384$

7,050$ 7,234$ 7,504$ 8,336$

7,384$

10,479$ 10,779$

7,234$ 12,967$ 13,477$ 19,155$

14,398$ 10,479$ 19,355$

Graduate Programs:10,479$ 14,398$

Includes Instructional Fee, General Fee, Campus Life/Distance Learning Fee, ITIE Fee and Non-Resident Surcharge. Does not include Program Fees.

PROPOSED SPECIAL FEE PROGRAMSEFFECTIVE FISCAL YEAR 2016

Graduate Programs and Graduate Certificates, Includes Tuition and all Mandatory Fees1

FULL-TIME PART-TIME


59

ROOM AND BOARD RATES

FISCAL YEAR 2015-16

2015-16

SEMESTER ANNUAL SEMESTER ANNUAL

I. SCHEDULE OF BASIC ROOM RATES

A. Calhoun, Daniels, Dabney, Siddall 3,137$ 6,274$ 3,215$ 6,430$

(Multiple Occupancy)

B. Stratford Heights1 3,608$ 7,216$ 3,698$ 7,396$

(Multiple Occupancy)

C. Calhoun, Daniels, Siddall 3,620$ 7,240$ 3,710$ 7,420$

(Designed Singles)

D. Stratford Heights1 3,905$ 7,810$ 4,002$ 8,004$

(Designed Singles)

E. Turner Hall, UPA1 3,825$ 7,650$ 3,920$ 7,840$

(Double Suites)

F. Turner, Schneider, UPA1 4,056$ 8,112$ 4,157$ 8,314$

(Single Suites)

G. Morgens 4,017$ 8,034$ 4,117$ 8,234$

(Apartment- Double Occupancy)

H. Morgens 4,259$ 8,518$ 4,365$ 8,730$

(Apartment- Single Occupancy)

II. SCHEDULE OF BASIC BOARD RATES

Unlimited Plan/Semester (Unlimited swipes)2 2,111$ 4,222$ 2,160$ 4,320$

186 Plus Plan/Semester (12 Plus Meals/Week Plan)3 2,091$ 4,182$ 2,143$ 4,286$

III. SCHEDULE OF ROOM AND BOARD RATES

Unlimited Plan/Semester (Unlimited swipes)2

at Calhoun, Daniels, Dabney, Siddall (multiple occupancy)

186 Block Plan/Semester (Averages 12 Meals/Week Plan)3

at Calhoun, Daniels, Dabney, Siddall (multiple occupancy)

Unlimited Plan/Semester (Unlimited swipes)2

at Calhoun, Daniels, Siddall (single occupancy)

186 Block Plan/Semester (Averages 12 Meals/Week Plan)3

at Calhoun, Daniels, Siddall (single occupancy)

IV. OFF CAMPUS MEAL TICKET RATES

65 Meals and 150 Bearcat dollars/Semester 689$ 1,378$ 702$ 1,404$

48 Meals and 75 Bearcat dollars/Semester 474$ 948$ 483$ 966$

36 Meals and 45 Bearcat dollars/Semester 367$ 734$ 375$ 750$

1) The option of signing a tw elve month lease is available to Turner, Schneider, Stratford Heights and

University Park Apartments residents only. This option adds $1,200 to the annual rate.

2) The option of Unlimited meal sw ipes also includes 15 guest sw ipes and 150 Bearcat dollars per semester.

3) The option of the 186 meal plan includes unrestricted guest sw ipes per semester.

5,731$ 11,462$ 5,870$ 11,740$

5,711$ 11,422$ 5,853$ 11,706$

AS APPROVED BY THE BOARD OF TRUSTEES ON FEBRUARY 24, 2015

5,306$ 10,612$ 5,358$ 10,716$

2014-15

Actual Actual

5,326$ 10,652$ 5,375$ 10,750$


60

FY 2014 FY 2015

(Fall 2013) (Fall 2014) Percent

Fees Fees Change

Miami Univers i ty 13,748$ 14,013$ 1.9%

Univers i ty of Cincinnati 10,784$ 11,000$ 2.0%

Ohio Univers i ty 10,446$ 10,602$ 1.5%

Bowl ing Green State Univers i ty 10,590$ 10,590$ 0.0%

Univers i ty of Akron 10,056$ 10,260$ 2.0%

Ohio State Univers i ty 10,037$ 10,037$ 0.0%

Kent State Univers i ty 9,816$ 10,012$ 2.0%

Cleveland State Univers i ty 9,548$ 9,686$ 1.4%

Univers i ty of Toledo 9,054$ 9,242$ 2.1%

Wright State Univers i ty 8,542$ 8,730$ 2.2%

Youngstown State Univers i ty 8,130$ 8,317$ 2.3%

Shawnee State Univers i ty 7,176$ 7,364$ 2.6%

Centra l State Univers i ty 6,058$ 6,246$ 3.1%

Average 9,537$ 9,700$ 1.7%

Univers i ty of Cincinnati 14,182$ 14,468$ 2.0%

Univers i ty of Toledo 14,226$ 14,354$ 0.9%

Cleveland State Univers i ty 13,595$ 13,866$ 2.0%

Miami Univers i ty 13,054$ 13,308$ 1.9%

Wright State Univers i ty 12,514$ 12,788$ 2.2%

Ohio State Univers i ty 12,425$ 12,425$ 0.0%

Bowl ing Green State Univers i ty 11,662$ 11,662$ 0.0%

Kent State Univers i ty 10,444$ 10,652$ 2.0%

Youngstown State Univers i ty 10,565$ 10,572$ 0.1%

Ohio Univers i ty 9,510$ 9,510$ 0.0%

Univers i ty of Akron 8,739$ 8,967$ 2.6%

Shawnee State Univers i ty 8,795$ 8,795$ 0.0%

Centra l State Univers i ty 6,372$ 6,570$ 3.1%

Average 11,237$ 11,380$ 1.3%

SUMMARY OF RESIDENT STUDENT FEES

OHIO BOARD OF REGENTS' INSTITUTIONS

UNDERGRADUATE FEES

GRADUATE FEES

Source: "FALL 2014 SURVEY OF STUDENT CHARGES ‐ For Academic Year 2014‐2015" by The

Ohio Board of Regents

Univers i ty of Cincinnati amounts shown include the Ins tructional ,

Genera l/Faci l i ties , IT&IE & Campus Li fe Fees .


61

State Share Dollar Percent Dollar Percent

of Instruction Change Change Fees Change Change

FY 2006 Actual 140,076$ (308)$ ‐0.2% 271,034$ 23,287$ 9.4%

FY 2007 Actual 145,115$ 5,039$ 3.6% 298,557$ 27,523$ 10.2%

FY 2008 Actual 152,367$ 7,252$ 5.0% 316,455$ 17,898$ 6.0%

FY 2009 Actual 167,319$ 14,952$ 9.8% 319,730$ 3,275$ 1.0%

FY 2010 Actual3,4 178,781$ 11,462$ 6.9% 338,870$ 19,140$ 6.0%

FY 2011 Actual5 179,437$ 656$ 0.4% 374,193$ 35,323$ 10.4%

FY 2012 Actual6 153,805$ (25,632)$ ‐14.3% 415,804$ 41,611$ 11.1%

FY 2013 Actual 156,582$ 2,777$ 1.8% 450,297$ 34,492$ 8.3%

FY 2014 Actual 162,923$ 6,341$ 4.0% 461,419$ 11,122$ 2.5%

FY 2015 Actual (Est.) 172,696$ 9,773$ 6.0% 483,766$ 22,347$ 4.8%

FY 2016 Budget 177,808$ 5,113$ 3.0% 483,766$ ‐$ 0.0%

Ten Year Average Increase 2.6% 6.0%

Five Year Average Increase 0.1% 5.3%

(1) These figures represent the State Share of Instruction. Other challenge items

such as Access, Success, Jobs, Research and Priorities in Higher Education are not reflected in this table through FY 09.

(2) Student Fees include Instructional, General, IT&IE, Campus Life, Non‐Resident Fees, Program Fees, Co‐Op Fees and

Distance Learning Program Fee. Includes Inflation and Enrollment Growth.

(3) In FY 10 Access and Success Challenges were absorbed into State Share of Instruction.

(4) SSI includes $27.9 million in Federal Stimulus funding

(5) SSI includes $25.8 million in Federal Stimulus funding

(6) Federal Stimulus discontinued at the end of FY11

Center for

Under‐ Access and

Year graduate Transition** Graduate Law Pharmacy Medicine

2005‐06 8,877$ 6,975$ 10,773$ 16,210$ 10,773$ 23,580$

2006‐07 9,399$ 7,392$ 11,661$ 18,032$ 11,661$ 25,965$

2007‐08 9,399$ 7,392$ 12,111$ 18,982$ 12,111$ 26,910$

2008‐09 9,399$ 7,392$ 12,354$ 19,362$ 12,354$ 27,987$

2009‐10 9,399$ 7,392$ 12,723$ 19,942$ 12,723$ 29,385$

2010‐11 10,065$ 7,917$ 13,236$ 20,946$ 13,236$ 30,855$

2011‐12 10,419$ ‐$ 13,701$ 22,204$ 14,361$ 31,935$

2012‐13 (Semesters) 10,784$ ‐$ 14,182$ 23,536$ 15,726$ 28,820$

2013‐14 10,784$ ‐$ 14,182$ 23,536$ 17,930$ 29,096$

2014‐15 11,000$ ‐$ 14,468$ 24,010$ 18,290$ 29,680$

2015‐16 11,000$ ‐$ 14,468$ 24,010$ 18,290$ 29,680$

Ten Year Average Annual Increase 212$ N/A 370$ 780$ 752$ 610$

2.2% N/A 3.0% 4.1% 5.5% 2.4%

Five Year Average Annual Increase 187$ N/A 246$ 613$ 1,011$ (235)$

1.8% N/A 1.8% 2.8% 6.8% ‐0.7%

**Formerly University College, CAT has been discontinued in FY12

ANNUAL FEE HISTORY

OHIO RESIDENT FEES ‐ UPTOWN CAMPUS

STATE SHARE OF INSTRUCTION AND STUDENT FEES

TEN YEAR & FIVE YEAR TRENDS

UPTOWN CAMPUS

(IN THOUSANDS)

State Share of Instruction1 Student Fees2


62

Graduate & Total Blue Ash Clermont Grand

Year Undergrad Professional Uptown College College Total

2009‐10 17,358 5,670 23,028 3,435 3,016 29,479

2010‐11 17,853 5,709 23,562 3,600 3,075 30,237

2011‐12 18,353 5,916 24,269 3,690 3,024 30,983

2012‐13 17,901 5,998 23,900 3,476 2,773 30,149

2013‐14 18,815 6,404 25,219 3,595 2,868 31,682

Projected 2014‐15 18,910 6,489 25,399 3,686 2,801 31,886

Source: Official counts reported to HEI

FTE fomula: Total annual credit hours divided by 30

Projected 2014‐15 based on summer and fall 2014 plus spring 2014 (to project spring 2015 flat)

2009‐10 2010‐11 2011‐12 2012‐13 2013‐14

Uptown Campus

Undergraduate Certificate 158 221 287 373 272

Post Bacc / Grad Certificate 91 91 65 135 316

Associate 100 116 152 93 73

Baccalaureate 3,886 4,277 4,701 4,811 5,022

Master's 1,992 2,080 2,413 2,652 2,872

Doctoral Research 219 220 242 230 265

Doctoral Professional 443 415 461 515 503

Blue Ash College



Associate 382 424 534 565 554

Baccalaureate 9 7 9 34 35

Clermont College



Associate 318 362 471 462 468

Baccalaureate 31 62

Source: Official figures reported to HEI

DEGREES AWARDED

FY 2010 to FY 2014

ALL‐TERMS SUBSIDY ELIGIBLE REPORTING, FY 2010 to 2015

Uptown Campus

FULL TIME EQUIVALENT (FTE) ENROLLMENTS


63

Academic Support – Activities carried out primarily to provide support services that are an integral part of the operations of one of the three primary missions – instruction, research and public service. This category includes Academic Affairs Administration, Libraries, Museums & Galleries and the Deans’ offices.

Auxiliary Enterprises – Entities that exist to furnish a service to students, faculty or staff and charge a fee directly related to, but not necessarily equal to, the cost of the service. These entities manage as essentially self-supporting. The state of Ohio specifically identified the following: Residence & Dining Halls, Intercollegiate Athletics, Student Unions, Bookstores, Parking Lots & Garages, Kingsgate Conference Center, the Campus Recreation Center, Faculty Club and the Fifth Third Arena at the Myrl H. Shoemaker Center.

Campus Life Fee – Fee charged to all undergraduate, graduate and professional students (except UC Blue Ash, Clermont College, and Distance Learning Programs), covering various recreational and entertainment facilities and programming that can be utilized by all students to enhance the campus environment and increase student engagement. This fee was voted on and approved by the student body.

Current Fund – A fund used to expend resources earned for operating purposes during the current fiscal year. This fund group is divided into two fund subgroups: unrestricted and restricted. NOTE: Non-Current Funds have been excluded from this report. These funds include Plant Funds, Loan Funds and Endowment Principal.

Departmental Operating Expenses (DOE) – Expenses related to the operation of a department excluding salaries and benefits.

Designated General Fund (also called a Designated Fund) – A subgroup of Current Unrestricted Funds, these funds are designated, or set aside, by the Board of Trustees for specific purposes, programs or activities.

Endowment Income – Revenue generated from Endowment principal. The donor specifies that the principal (or corpus) is to be held in perpetuity. This principal is unexpendable, but is invested to produce earnings that are generally available, in whole or in part, for current use.

Full-time Equivalent Student (FTE) – An enrollment unit determined by dividing total student credit hours of course instruction by 30 for the fiscal year. This definition excludes the MD program.

Grants and Contracts – All amounts earned on grants, contracts, or cooperative agreements from federal, state or local government agencies. These amounts could also include funds that result from contracting or furnishing of goods and services of an instructional, research or public service nature from a nongovernmental organization.

Gross Tuition, Fee and Other Student Charges – General revenue received from regular session, summer school, continuing education and other fees. These other fees include IT&IE Fee, Campus Life Fee and Nonresident Surcharge Fee. See definition of each fee within.

Information Technology and Instructional Equipment (IT&IE) Fee – Fee charged to all undergraduate, graduate and professional students (except medical programs) for the purpose of improving access to and assistance with information technology as well as funding other types of instructional equipment.

Institutional Support – Activities for operations that provide support services for central, executive-level activities concerned with management and long-range planning for the entire university. This category includes Executive Management, Finance, Human Resources, Administrative Services, Public Affairs and Development.

Instruction and General – All activities allocated directly and applicably as part of the university’s instructional program. This category includes departmental research and public service that cannot be separately budgeted.

Internal Campus Services Overhead – An internally charged fee within the Campus Services Auxiliary from one Campus Services Department to another and not to other funds for shared expenses.

Mandatory Transfer – Transfer made from one fund to another in order to comply with legally enforceable agreements, such as bond indentures and debt agreements.

Non-Mandatory Transfer – Transfer made from one fund to another at the discretion of the governing board to serve whatever purpose the board agrees is desirable.

Nonresident Surcharge – Fee charged for the full cost of instruction for non-Ohio residents. The Ohio Board of Regents subsidy policy provides very little support for out-of-state undergraduate students and only if they remain in the state of Ohio after graduation.

Operation and Maintenance of Plant – Current year activities that provide support for the administration, supervision, operation, maintenance, preservation and protection of university buildings, net of amounts charged to auxiliary operations and the UC Medical Center. This category includes utilities, repair and renovations, custodial services, grounds maintenance, space rental and property insurance.

APPENDIX 2 Definitions Used Throughout


64

Performance-Based Budgeting – Key Definitions:

Base Net Revenue Target: this is the amount of base net revenue that must be generated by the revenue producers in order to maintain a balanced university budget. (Base Net Revenue plus the positive value of the Direct Threshold Share)

Base Net Revenue: the current amount of net revenue being generated minus direct expenditures.

Direct Expenditures: expenditures and net transfers directly controlled by revenue producers. These amounts do not reflect the total costs of revenue producers. The following costs of goods and services used by revenue producers are included in Indirect Expenditures: utilities, maintenance, libraries, student affairs, research, and debt service, among others.

General Fund Revenue and Expense Budget Report: document that displays annual budgeted general fund revenue and expenditures of the university (excluding the regional campuses).

Indirect Expenditures: all expenditures and net transfers controlled by revenue supporters. These amounts do not accurately represent university overhead because they include some costs of goods and services used by revenue producers; examples include: utilities, maintenance, libraries, student affairs, research, and debt service.

Inter-Campus Tuition Transfer: net adjustments for students who take classes outside of the campus of their academic program.

Inter-College Tuition Adjustments: net adjustments for students taking classes in another college. These rows are included in the PBB reports in order to account for instruction provided between colleges.

Home College: the college that offers the academic program/major chosen by students.

Inter-College Tuition Adjustment In: net adjustment for students from other colleges taking courses in a home college.

Inter-College Tuition Adjustment Out: net adjustment for home college students taking courses in other colleges.

Monthly Report (PBB 100): document that shows each college’s year-to-date performance as of the close of business each month. For each general fund revenue and expense item, the report shows annual budget, expected year-to-date amount, actual year-to-date amount, and the variance between expected and actual amounts. The purpose of the Monthly Report is to help colleges monitor performance relative to PBB goals. Expected amounts are based on prior year activity through each month as a proportion of the annual total.

Progress Tracking Report: document that contains selected items from the PBB Monthly Report plus projections for the entire fiscal year. This report also includes adjustments for in-progress transactions that have not yet been completed in the financial system. It is prepared early in the fall and spring semesters and at the end of the year. The purpose of the Progress Tracking Report is to give college and university leaders early indications of full-year performance in meeting PBB goals.

Revenue Producers: those units that generate revenue (typically colleges).

Revenue Supporters: those units that support the revenue producers (Provost Office, Registrar, Finance, etc.).

Revenue: all dollars generated (tuition, fees, State Share of Instruction, other) distributed by home college. The revenue section also includes scholarships in order to present net revenue.

Shortfall: the amount a unit returns, in the form of an expense budget cut, for failing to meet its threshold share.

Splittable Revenue: all revenue generated beyond the threshold share except University Scholarships & Fellowships, General Fees, Other Revenue and Sponsored Revenue. General Fees and Sponsored Revenue are not splittable because they have been earmarked. The term “splittable” is used because this surplus is split between the revenue producer and the Provost’s office.

Threshold Plan: the plans that units submit to meet their threshold shares.

Threshold Share, Direct: the amount of the total university threshold that is assigned to each revenue-producing unit, which they must add to their base net revenue for the academic year.

Threshold Share, Indirect: the amount of the total university threshold that is assigned to each revenue-supporting unit. For this type of unit, this amount represents a mandatory expense budget reduction.

Total Expenditures: sum of the direct and indirect expenditures.

Total Net Revenue: the sum of revenue and scholarships awarded.

Total University Threshold: the difference between the anticipated total net revenue and the anticipated total expenditures for the entire general fund for the fiscal year. This is the figure that forms the basis for the direct and indirect threshold shares. It is referred to as a budget reallocation or cut in other university budget documentation.


65

Private Gifts – Contributions received from an outside organization or individual. Funds raised are allocated according to restrictions established by donors. If gifts are made without donor restrictions, allocation is determined by the university.

Public Service – Activities established primarily to provide noncredit designated course offerings and services beneficial to individuals and groups external to the university. This category includes Continuing Education and Cooperative Extension Services.

Recovery of Expenses – Expenditure made for or on behalf of the university that subsequently is recovered (reimbursed) in cash or internal transfer.

Restricted Funds (also called “Current Restricted Fund”) – A subgroup of Current Funds that is expendable only for those purposes, programs or activities specified by the donors and organizations providing the funds through gifts, grants or contracts. Externally imposed restrictions are different from internally created designations established by the Board of Trustees on unrestricted funds (which would be called a Designated Fund) because restrictions cannot be removed without consent from the external parties.

Sales and Services Income – There are two different types of sales and services income. The first type falls under the educational activities category. These revenues are related incidentally to the conduct of instruction, research and public service and exist to provide instructional and laboratory experience for students that incidentally create goods and services that may be sold to students, faculty, staff and the general public. The second type of sales and service income falls under the auxiliary enterprises. These revenues exist to furnish goods or services, rather than training or instruction.

Scholarships and Fellowships – Outright grants and trainee stipends to individuals enrolled in formal course work. These waivers are charged against Tuition and Fees for a net amount recorded in sources of income in general funds. In other funds, scholarships and fellowships are recorded as expenditures.

Separately Budgeted Research – Activities specifically organized to produce research outcomes, whether commissioned by an external agency to the university (restricted funds) or by the university (unrestricted funds) and includes matching funds applicable to the conditions set forth by a grant or contract.

State Appropriations (State Share of Instruction or SSI) – Formula-driven state funding recommended and approved by the Governor and the State Legislature. NOTE: The methodology of this formula was drastically changed beginning in FY 2010.

Student Services – Activities for which the primary purpose is to contribute to a student’s emotional and physical well-being, as well as his/her cultural and social development outside the context of the formal instructional program. This category includes Admissions and Registration, Counseling and Student Financial Aid.

Temporary Investment Income – Interest received on the investment of cash or equivalents into short-term instruments, which are invested for diversification of risk and yield. Such securities are limited to those issued by the U.S. government and federal agencies, government-sponsored enterprises and government-sponsored private corporations, plus prime commercial paper, certificates of deposit and other money market securities.

Undesignated General Fund (also called “Current Unrestricted Undesignated Fund”) – A subgroup of Current Unrestricted Funds whereas current resources are available for allocation in support of core instruction, instructional support and related general administrative and physical plant expenditures. The university maintains a separate undesignated general fund for the Uptown Campus and one for each of the regional campuses. This type of fund is free of internal designation by the Board of Trustees to specific purposes, programs or activities.

University Overhead – An internally-set rate charged by the undesignated general fund to other funds for administrative charges paid by the fund (including but not limited to utilities, basic maintenance of buildings.) This fee nets to zero effect on the current funds budgeted financial statements, but affects the budgeted sources of the undesignated general fund and the budgeted expenditures of restricted, designated and auxiliary funds.


66

The university’s Current Funds Budget Plan and the university’s Audited Financial Report are compared in the following table. The audited annual financial report includes all actual data for the fiscal year on a full-accrual basis along with discussion of any relevant subsequent events.

APPENDIX 3 Relationship to Financial Statements


67

APPENDIX 4 Other Sources for Important Information

Financial Policies – http://www.uc.edu/af/policies/

Operating Cash Policy Structural Deficit Policy

Office of Budget Management – http://www.uc.edu/af/budgetfinsvcs/budgetmgt.html

Contains links to UC Budget Plans for FY 2006 — FY 2015

Controller’s Office – http://www.uc.edu/af/budgetfinsvcs/controller.html

Government Cost Compliance (F&A Rates) – www.uc.edu/af/budgetfinsvcs/gcc.html

University Decision-Making Process – http://www.uc.edu/provost/resources/decisionmaking.html

Creating Our Third Century – http://president.uc.edu/thirdcentury


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APPENDIX 5 Uptown General Fund Operating Expense Increase Definitions

MSB Phase 2-5—$1,000,000 Builds permanent budget for debt service related to this project first due in FY 2015. Moves / Wayfinding—$1,000,000 Additional funding necessary due to complexity and number of offices / facilities being moved. University Square Lease — $400,000 Budget for lease payments continuing in FY 2016. Pharmacy Building Renovation (HPB) — $500,000 Annual debt service support for the HPB building renovation project through FY 2018. Maintenance Contracts — $50,000 To fund increased costs of maintenance contracts such as elevators, recycling, and trash disposal. UC Foundation Funding Model — $1,000,000 Establish permanent funding from the University to support advancement. $1.9M additional also being planned for FY17 and FY18. UC Flex / SAP Maintenance — $150,000 To cover increase in SAP maintenance fee costs. Title IX—$710,000 Funding to establish the Title IX office and Title IX Coordinator position. Roof Replacements—$250,000 Debt service for roof replacements. Funding of $500,000 in FY 2009, then $250,000 each year in FY 2010 through FY 2027. Capital Investment Fund: Major Capital Projects Debt Service—$1,500,000 Funding increase for capital projects debt service of $1M in FY 2014 and FY 2015 and $1.5M in FY 2016 – FY 2018. Core Systems Funding—$500,000 Build-up of funding to pay debt service on new student information system (UNIVERSIS replacement) of $1M per year FY 2011 – FY 2015 plus $500,000 in FY 2016. Structural Deficit Payback – Internal Borrowing—$1,000,000 Funding increase required to pay down internal borrowing deficits. This addition results in total budget for this purpose of $7.5M. Research Deficit Funding—$1,500,000 Funding required to pay expenses associated MSB/Care/UC Reading debt service, utilities, and facilities. Creating Our Third Century—$3,000,000 As we approach the 200th birthday of UC in 2019, this funding is for the priorities that will shape the foundation of the university’s third century. State of Ohio Computing Center (SOCC) Disaster Recovery—$ 120,000 Annual fee for participation in the State of Ohio Computing Center disaster recovery program.


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APPENDIX 6 Budget-Building Process

The FY 2016 budget is the product of a transparent and participatory decision-making process, structured around key committees with multiple constituencies. Among these committees are the Academic Committee (AC), which focuses on strategic academic priorities; the Fiscal Coordinating Committee (FCC), which facilitates integrated decisions around fiscal planning and priorities; and the Budget Committee (BC) which supports the Executive Committee on fiscal matters. All of these groups, as well as the Faculty Senate and the Academic Operations Committee (AOC), send proposals to the Provost. The Provost, the Executive Committee, and the President’s Cabinet advise and make proposals to the President who then submits recommendations to the Board of Trustees for approval.

University Decision-Making Process – http://www.uc.edu/provost/faculty/resources/decisionmaking.html

fy 2015-2016 university current funds budget plan · 2015. 6. 23. · fy 2015-2016 university...

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