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ON THE COVER:
After convocation, the autumn 2015 entering freshman class gathered inside Gettler Stadium in order to capture
this memorable image. To them, the image represents a day that marked the beginning of an important transition in
their lives. To UC’s leadership, the image symbolizes the institution’s most valuable asset – its students, faculty,
staff and alumni. The FY 2017 budget presented herein attempts to closely tie University resources to the support
of the people that embody the University of Cincinnati.
Photo by Joe Fuqua II, courtesy of UC Creative Services
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CURRENT FUNDS BUDGET PLAN
Fiscal Year 2016-2017
Prepared by the Office of the VP for Finance | June 21, 2016
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BOARD OF TRUSTEES
Robert E. Richardson Jr.|Chairperson Thomas D. Cassady|Vice Chairperson William C. Portman III|Secretary
Ronald D. Brown | Phil D. Collins | Kim Heiman Margaret K. Valentine | Geraldine B. Warner
Tangeman University Center features a 90-foot atrium, mas-sive skylight, several restaurants, a movie theater, a modern
game room, the UC Bookstore, and the Great Hall.
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TABLE OF CONTENTS
Introduction .................................................................................................................6 Total Current Funds Budget Summary .................................................................... 15 Undesignated General Funds – Uptown Campus ................................................... 19 Undesignated General Funds – Regional Campuses ............................................. 25 Auxiliary Operations .................................................................................................. 30 Designated General Funds... .................................................................................... 37 Restricted Funds…. ................................................................................................... 45 Appendices Appendix 1 — Student Fees and Historical Data..................................................... 50 Appendix 2 — Definitions Used Throughout ........................................................... 59 Appendix 3 — Relationship to Financial Statements .............................................. 62 Appendix 4 — Other Sources for Important Information ........................................ 63 Appendix 5 — Budget Building Process .................................................................. 63
McMicken Commons was the first open space implemented under the Campus Master Plan and is located behind McMicken Hall.
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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 the individuals that have been selected to
serve the University in some key areas over the past fiscal
year.
Glenn Egelman, MD was appointed Executive Director
of University Health Services (UHS), effective June 1,
2015. Dr. Egelman will also serve as Professor of Family
and Community Medicine in the College of Medicine.
Dr. Egelman is a national leader in campus health services
with 20 years of experience in this field. He formerly
operated Campus Health Care Consultants in Washington,
DC, and from 2008 to 2011 was director of medical
services for the United States Peace Corps overseeing
health facilities in 78 countries. Previously, he directed
student health services at Bowling Green State University
and Skidmore College in Saratoga Springs, NY. An expert
in travel medicine, he also has held administrative and
clinical positions at Stony Brook University and the
University of Rochester, where he received his medical
degree.
Robin Engel, PhD was selected to serve as the Vice
President for Safety and Reform, effective August 4, 2015.
Dr. Engel, professor and director of the Institute of Crime
Science, has worked alongside those involved in the
Cincinnati Collaborative Agreement since 2005. She also
helped develop the Cincinnati Initiative to Reduce Violence
(CIRV), a multi-agency and community collaborative effort.
In addition, her expertise has been sought after and used
by municipal, state and international law enforcement
agencies for nearly two decades.
Also, in that time, she has established academic-
practitioner partnerships and conducted statistical research
and assessments related to police behavior, police/
minority relations, police supervision and management,
police use of force, criminal justice policies and more.
Throughout her career, Dr. Engel has worked closely with
community activists and groups as well as police agencies,
INTRODUCTION
The Fiscal Year 2016-17 (FY 2017) University of Cincinnati (UC) budget is presented to the Board of Trustees at a defining
moment for the university with the aim of shaping the foundation for the third century of the university as the 200th birthday
of this remarkable institution approaches in 2019. This budget was built in response to numerous successes and challenges
with a strong emphasis on a vision for the future direction of the university. It continues the effort to make the university
better and affirms the commitment to attain new heights, while continuing the financial discipline, persistence, and vigilance
displayed in the recent past.
The University of Cincinnati continues the transformation of its budget process to an all-university, all-funds methodology.
The university utilizes fund accounting to budget and monitor the use of funds in accordance with the principles of the
Governmental Accounting Standards Board (GASB). Budgeting by fund enables the university to track the sources and uses
for each fund as is required to ensure compliance with internal and external restrictions. Fund accounting allows for
monitoring and tracking of different financial objectives and allows for budgeting based on current funds (Uptown and
regional campuses), auxiliary operations, designated funds and restricted funds. Schedules categorized by functional area
for these funds are presented in subsequent sections of this publication. Comparative budgets are included which contrast
the FY 2016 original approved budget to the FY 2017 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
Tangeman University Center is seen reflected in the newly constructed West Pavilion. Photo
courtesy of UC Photo Services.
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often working directly to foster improved relationships
between them.
Dr. Engel’s research work in racial profiling, her efforts with
the Cincinnati Collaborative and CIRV have taken her
around the globe, and has, in turn, brought the world to
Cincinnati. For instance, police representatives from the
Metropolitan Police Service in London and the Police
Service of Scotland visited Cincinnati to study the CIRV
model, and the model has been adopted by police forces
as close as Ohio and as far away as Europe and Australia.
Dr. Engel is a faculty member in UC’s top-ranked School of
Criminal Justice, part of the College of Education, Criminal
Justice, and Human Services. UC’s criminal justice
program is ranked No. 3 in the nation by U.S. News and
World Report.
Tamie Grunow was selected to serve as the Senior
Associate Vice President & Chief Human Resources
Officer, effective August 31, 2015. Most recently the
Associate Vice President for Human Resources at Ferris
State University in Big Rapids, MI, she joins UC’s team
with two decades of experience in Human Resources
management. In addition to necessary managerial and
budgetary skills, she brings a valuable wealth of
specialized knowledge ranging from streamlining
Performance Management plans to implementing Health &
Wellness programs.
Eileen Strempel was selected to serve as the Senior
Vice Provost for Academic Affairs, effective September 1,
2015.
Most recently, Dr. Strempel served as Assistant Vice
President for Academic Advancement at Syracuse
University. She joins the Office of the Provost with more
than a decade of experience in academic administration,
including work in student success, strategic planning and
program review. She served as an American Council on
Education Fellow at Colgate University and has held a
number of administrative posts at Syracuse, including
Dean of the Graduate School and Director of Strategic
Planning for the College of Arts & Sciences.
Dr. Strempel, an Eastman School of Music graduate who
holds a doctorate in Music, Voice and Opera from Indiana
University, joins UC with an appointment as Professor of
Voice in the College Conservatory of Music. A noted
scholar of song literature, especially songs by women
composers, Dr. Strempel is also a Presidential Scholar of
the Arts.
She was awarded National Science Foundation funding for
her research on ways to increase science and math
teachers in high-need school districts, and garnered
additional support to develop ways to help community
college students transfer to four-year universities. Her wide
-ranging expertise will greatly benefit the UC community.
Patrick Limbach, PhD was named Vice President for
Research, effective February 15, 2016.
Dr. Limbach received his doctorate from Ohio State
University in 1992. He then took a postdoctoral position at
the University of Utah and in 1995 he joined the faculty at
Louisiana State University. He joined the UC faculty in
2001. He is an active member of the American Chemical
Society, American Society for Mass Spectrometry, Sigma
Xi and a lifetime member of Phi Kappa Phi. He also serves
on the Scientific Advisory Board for RiboNova, Inc.
Dr. Limbach’s numerous honors include the Hans H. Jaffe
Faculty Award in 2015 and he was named the 2009
Cincinnati Chemist of the Year by the American Chemical
Society. He was selected as an Ohio Eminent Scholar in
2003 and a fellow of the American Association for the
Advancement of Science in 2013.
Matthew J. Olovson, JD joined the University of
Cincinnati as Executive Director of the Office of Equal
Opportunity and Access on April 25, 2016.
With a diverse practice in civil rights, employment and
educational law, Mr. Olovson has successfully led and
contributed to institutional equity efforts at several public
and private universities, including Ferris State University,
the University of Notre Dame and Central Michigan
University.
In addition, he has worked with the Office of Legal
Services, South Central Michigan; Prison Legal Services of
Michigan; and the Office of the General Counsel for the
United States Department of Veterans Affairs.
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.
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Mr. Olovson earned his baccalaureate degree in sociology
from Central Michigan University and a Juris Doctor degree
from Michigan State University College of Law. His
commitments to volunteerism and community development
include service to and association with several state and
national organizations dedicated to philanthropy and the
promotion of social justice. Prior to attending law school, he
served as a disability and youth counselor with community
mental health agencies.
Mr. Olovson has regularly served as a featured presenter
at state and national conferences on affirmative action,
equal opportunity, and institutional equity in higher
education. He has been an active member of the State Bar
of Michigan, the Michigan Colleges and Universities EEO/
AA Officers Association, and the Michigan Industry Liaison
Group.
Joe Harrell was named Senior Associate Vice
President & Director for Facilities Management, effective
May 1, 2016.
In his new role overseeing Facilities Management, Mr.
Harrell will build upon his 13 years of experience at UC in a
close working relationship he has held with Facilities
Management. Most recently, he held the position Assistant
Vice President for Utilities.
Annette Marksberry joined the University of Cincinnati
beginning May 31, 2016, as the IT@UC Associate Vice
President for Innovations & Partnerships.
In partnership with the IT@UC Leadership Team, Ms.
Marksberry will provide campus-wide information
technology leadership to build academic, administrative
and research technology environments across campus and
support the widely diverse technology needs of the
community. She will play a key role in fostering and
maintaining partnerships throughout the campus and
regional communities, State of Ohio system and peer
institutions and industry across the nation. In addition, she
will direct and manage the day-to-day operations of the
IT@UC Innovations & Partnership team comprised of
Enterprise Architecture, the Project Management Office,
Research & Development and Software Development.
Ms. Marksberry brings more than 25 years of progressive
information technology, management and strategic
analysis experience to the University of Cincinnati, with 10
years of this experience in higher education leadership
roles. She will be coming to UC from Xavier University
where she has served as Associate Provost and Chief
Information Officer since 2012.
Dr. James Mack was selected to serve as the Associate
Dean of the Graduate School, effective June 15, 2016.
A tenured Associate Professor of Chemistry, Dr. Mack
served as the assistant chair for the department since the
fall of 2013 and has previously filled the role of graduate
program director of advising for the same department. In
his 13 years teaching chemistry, he has graduated 11
postgraduate students and is currently advising another
eight. Some of these students have assisted him with his
nationally and internationally recognized research, which
has been broadcast on NPR and featured in the top
journals of the chemistry field.
In his new role, Dr. Mack will provide strategic direction
over the necessary processes of the UC Graduate School,
which support its many students, faculty, programs and
staff. He joins a leadership team that oversees 11,000
students obtaining advanced degrees. Mack will be
splitting his time between the UC Graduate School and his
home department of chemistry in the McMicken College of
Arts and Sciences, where he will continue his research and
scholarship.
Anthony Carter joined the Department of Public Safety
as Chief of Police and Maris Herold joined as Assistant
Chief of Police, effective June 20, 2016.
Both Mr. Carter and Ms. Herold, who each spent nearly 25
years with the Cincinnati Police Department in various
leadership roles, have extensive experience implementing
organizational change, working in an urban environment
and engaging members of diverse communities. Their skills
and proven ability to rebuild trust within communities is
impressive, as is their commitment to evidenced-based
policing principles and best practices.
In addition to the key personnel listed above and through investments made as part of UC’s Creating Our Third
Century vision, important strides have been made in faculty recruitment and success. These accomplishments are
listed in the following section.
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The five-story West Pavilion rises out of the stadium concourse in glass and angles and contains a host of new premium seating along with state-of-the art press facilities.
Photo by Jeremy Bittermann, courtesy of the Architecture Research Office
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CREATING OUR THIRD CENTURY
Creating Our Third Century outlines institutional priorities, drives new investments, and helps set fundraising goals.
This plan reinforces the core mission of teaching, research and community engagement in distinctive, differentiating
ways. As established, the vision focuses on a sustained investment in people—specifically faculty, students and
staff .
Key areas of concentrated investments in its second year have included :
INVESTING IN FACULTY AND STAFF
Investing in Faculty: Strategic Recruitment
Nearly doubled the number of women among new faculty hires.
To date, recruited 38 full-time underrepresented faculty members through the Strategic Hiring Opportunity
Program. Eleven different colleges including UC Libraries participated in this initiative.
Hired 18 full-time faculty through the Dual Career Assistance Program.
Launched the second phase of the Cluster Hiring initiative with the announcement of the Urban Futures Cluster,
which focuses on hiring faculty whose research, teaching and scholarship will focus on opportunities and
challenges facing urban areas, such as: race or racism, social (in)justice, educational inequality or access, health
disparities, housing, poverty, urban policing and other topics relevant to cities and urban living.
Investing in Faculty: Faculty Success
Invested more than $1M in faculty development opportunities.
Continued the Department Head Leadership Program.
Completed the second year of UC Women Lead, a leadership development program designed for female faculty
and staff.
Increased Faculty Career Awards to acknowledge service and leadership excellence.
Expanded the Center for the Enhancement of Teaching & Learning’s efforts around course re-design, innovation,
and assessment.
Sponsored institutional memberships in a2ru, an organization to foster interdisciplinary connections to the arts in
research institutions, the National Humanities Alliance, a coalition of organizations advocating for the humanities
on Capitol Hill, and the National Center for Faculty Development and Diversity, a leading professional
development, training, and mentoring organization dedicated to supporting faculty in achieving career milestones.
Investing in Staff
Invested nearly $2M in hiring new staff in the following areas to support student services and success:
Academic Advising
Judicial Affairs
Counseling & Psychological Services (CAPS)
Financial Aid
International Affairs
eLearning (IT@UC)
LEVERAGING RESEARCH
The emphasis in the future must continue to focus on the integration of Pathways A&B and research with education
and community outreach.
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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
REIMAGINING THE STUDENT EXPERIENCE
Undergraduate Experience
Hired a recruiter for Baltimore/D.C. area to drive enrollment and institutional reach.
Increased underrepresented minority students by 4.5%; and out-of-state students by almost 1%.
Improved graduation rates from 65% to 66%, and retention rates are now at 88%.
Study Abroad participation has increased by 38% over the past three years.
Invested $1M to renovate space for Learning Commons in Langsam Library.
Increased co-op earnings to $57M, and expanded co-ops to A&S and DAAP.
Conducted reviews of Student Affairs and Career Services.
Graduate and Professional Student Support
International graduate enrollment now comprises 19.5% of the student body, with 48.2% out-of-
state.
Committed an additional $300k in permanent funding to the Yates Scholarship in order to bolster
recruitment efforts targeted at diverse, high-ability graduate students.
Invested $425k in permanent funds to launch the Provost Graduate Fellowships for
underrepresented doctoral students.
Increased graduate stipends in selected colleges.
EXCELLING IN E-LEARNING
Leadership in E-Learning
Invested $700k to enhance the university’s eLearning enterprise, and $1M in 504/508 compliance.
Purchased new digital tools, added new staff, instructional designers, equipment and software.
Increased the number of courses offered online to 22% over last year.
Awarded $75k to support the second cohort of the eLearning Backpack Project, which provides faculty a
“backpack” of technologies to complement tools and resources available in the Canopy eLearning
ecosystem.
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
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OTHER UNIVERSITY HIGHLIGHTS
Some additional key successes in FY 2016 include:
UC enrollment totaled 44,251 students on all
campuses in fall semester 2015, the third year in a
row of record enrollments.
The first-year retention rate also hit a historic high point
at 88.3 percent for the 2014 Uptown Campus full-time
baccalaureate cohort. That's up 2.1 percent from last year,
up 3.8 percent in five years and nearing the target of 90
percent set for UC's bicentennial in 2019.
The good news on retention also extends into diversity.
Statistics show that when students of color enroll at the
university, it's very likely they'll stay. Here is the reported
first-year retention rates by race: 91.2 percent for Black
students, 89.7 percent for Asian students, 89.5 percent for
students of multiple ethnicities, 87.9 percent for White
students and 88 percent for Hispanic students.
Additionally, this class includes an overall 2.2 percent
increase in freshmen students of color for a total of 21.9
percent.
The 2015 fall semester freshman class on the Uptown
campus continued the standard of academic preparedness
with an average ACT score of 25.7. This also continues to
approach the target (27) set for UC’s bicentennial in 2019.
UC’s Carl H. Lindner College of Business climbed seven
spots in the 2017 U.S. News & World Report rankings. The
program is now ranked among the Top 35 MBA programs
offered by the nation’s public universities. UC’s MBA
program was also ranked in the top 10 for greatest
financial value upon graduation.
UC’s online MBA program ranks among the Top 35 fully-
online MBA programs in the U.S. News & World Report
rankings. Further, UC's online MBA program ranks No. 14
nationally and No. 28 in the world, based on the program's
learning environments, class sizes, tuition and fees,
faculty, delivery methods, international diversity, gender
composition and more. The objective of this annual ranking
is to identify the schools that best combine exceptional
quality with great ROI.
UC’s College of Nursing’s Master of Science in Nursing
(MSN) program came in at No. 28 in the 2017 U.S. News &
World Report ranking of the country’s top graduate nursing
schools. The college's graduate program was ranked No.
54 in 2015 and the jump to No. 28 this year was one of the
largest of any ranked program.
UC's College of Law is among the top 20 law schools in
the country in the prosecutors/public defenders category of
the National Jurist Magazine “Best Schools for Public
Service Careers” study.
Overall, UC's College of Law 2017 U.S. News and World
Report ranking stands at No. 60 nationally, a dramatic
advance of 22 places from its No. 82 rank in the 2016
guide.
The Be Well UC program was launched in August, 2015.
The mission of Be Well UC is to educate, support and
empower faculty and staff to make healthy lifestyle choices
while building an overall culture of health for our campus
and community.
UC conferred 6,445 degrees at spring
commencement in April 2016. This represented the
largest spring semester graduating class and
commencement ceremony in UC’s history.
UC made BestMedicalDegrees.com’s 2015 list of the top
45 online programs that offer the best value for a master’s
degree in health care administration. UC was No. 26 on
the list, which considered overall tuition cost followed by
accreditation, representative course offerings and length of
program.
The UC Foundation announced the conclusion of its
most successful Faculty & Staff fundraising campaign ever,
with more than 72 percent of University of Cincinnati full-
time employees, retirees and former employees giving a
combined $13.9M to the university. Total participation
increased 6 percent over the prior fiscal year and donors
increased their total giving by more than $71,000.
UC’s historic Nippert Stadium reopened on
September 5 to a record on-campus game
attendance following an $86M renovation.
More international students than ever continue to travel
to UC for their education. In 2015-16, nearly 3,400
students journeyed from overseas to study in the
university’s highly ranked programs. The record-breaking
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numbers of international students came from 114 different
countries.
UC ranks among the world’s top 165 research
universities, according to a recent ranking of universities.
The ranking by National Taiwan University (NTU) is based
on quality and quantity indicators in the performance of
scientific papers. In some areas, the university stands
even higher - No. 59 in the world in civil engineering, No.
99 in clinical medicine, No. 131 in life sciences, and No.
159 in mechanical engineering.
Morgens Hall, the university's grand "glass house,"
recently earned a American Institute of Architects (AIA) of
Ohio Award –– the state’s highest prize for design.
UC ranks 140th among institutions identified as “National
Universities”, and ranks 71st among public universities by
U.S. News and World Report. Additionally, UC is ranked
115th among the “Best Colleges for Veterans” for
participation in federal initiatives helping veterans and
active-duty service members pay for their degrees.
UC’s Campus Recreation Center was named to MSN’s
list of “America’s 11 Best College Gyms” in September
2015.
The undergraduate program at UC’s Carl H. Lindner
College of Business climbed 16 spots to No. 84 in the
country in the 2016 Bloomberg Businessweek Best
Undergraduate Business Schools ranking released in April
2016. The program is now ranked No. 41 among all
undergraduate business schools in the nation’s public
institutions.
UC was named one of the country’s best
institutions for undergraduate education for the 9th
straight year, according to The Princeton Review’s
2015 edition of “The Best 380 Colleges.”
The CARE Center and the Cincinnati Reds were the
recipients of the 2016 Award of Excellence in the
categories of Most Creative blood drive and Most
Productive blood drive, respectively, from America’s Blood
Centers (ABC).
Update on the Student Information System
Replacement Project:
The Catalyst project team continues to propel students into
UC’s third century with its implementation of the Catalyst
student information system, supported by Oracle’s
PeopleSoft Campus Solutions. As one of the largest
system implementations UC has ever had, the project has
impacted nearly 1,000 faculty and staff through online and
instructor-led training.
After rolling out the Radius admissions and recruiting tool in
May 2015, the team moved toward their second milestone
in October, launching class scheduling for Fall 2016, as
well as application management in Radius. Financial aid
went live in January 2016, providing a complete suite of
financial aid functionality that resides fully in Catalyst.
March 2016 marked the final rollout, with the deployment of
academic advising, records and enrollment, campus
community, student financials, service centers, and full
reporting and analytics functionality in the Catalyst
Reporting Tool (CaRT).
Additional releases including degree audit, billing and
records services are planned for Summer 2016, with
Catalyst fully launching in August for the start of fall
semester. The Catalyst student portal offers many benefits
and features, including:
a) 24/7 Availability: Students can now take care of their
student business any time of day. No blackout periods,
except during scheduled maintenance windows
b) Enrollment Shopping Cart: Students can add classes
they’re interested in to a shopping cart, helping them
better plan their schedules and expedite the registration
process.
c) Mobile Enablement: The Catalyst portal is responsive
and accessible through multiple devices.
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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
varied throughout the year and currently stands at a
balance of $568M as of March 2016. The reason for the
variability during the year was largely due to the retirement
of $104.0 million of callable debt during the year. 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.
POLICIES AND PRINCIPLES GUIDING THE BUDGETING PROCESS
As part of the university’s strategic plan, UC continues to update policies designed to improve financial stability and business
practices across the university. The Operating Cash Policy and the Structural Deficit Policy as well as Performance Based
Budgeting continue to have the most pronounced impacts on improving the university’s financial strength. Excellent financial
management policies and oversight, prudent budgeting, cohesive leadership and strong student demand with increasing
student quality are factors cited by Standard & Poor’s and/or Moody’s as they reaffirmed the institution’s long-term bond
rating (AA-/Aa3 respectively) during FY 2016. In addition, the Ohio Department of Higher Educations’ Financial Health
Composite Score for UC for FY 2015 was 3.6 out of 5.
Excellent financial management policies and
oversight, prudent budgeting, cohesive
leadership and strong student demand with
increasing student quality are factors cited by
Standard & Poor’s and/or Moody’s as they
reaffirmed the institution’s long-term bond
rating (AA-/Aa3 respectively) during FY 2016.
FY 2016-2017 University Current Funds Budget Plan
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REVENUE SUMMARY
TUITION REVENUE
The State of Ohio biennial budget includes a tuition freeze
for in-state undergraduates, therefore, this budget
recommendation includes no tuition increases for both
resident and non-resident undergraduate students
including regional campuses in FY 2017. The same
applies to graduate, Law, Medicine, Pharmacy and all non-
resident students. (See fee schedules in Appendix 1.)
STATE SUPPORT
It is projected that FY 2017 State Share of Instruction (SSI)
university-wide will increase by approximately $10.3M over
the amount originally budgeted for FY 2016. This growth
can be attributed primarily to increased appropriations,
however increases in degrees awarded, enrollment, and
retention, have resulted in increased appropriations due to
the SSI formula. The state has increased its FY 2017
appropriations for public universities and their regional
campuses by 4% over FY 2016. State appropriations
(excluding capital appropriations) are anticipated to be
17% of UC’s total budget.
GOVERNMENT AND PRIVATE GRANTS AND
CONTRACTS
FY 2017 grants and contracts revenue has been budgeted
conservatively when comparing to projected FY 2016
activity. In FY 2016, research activity is anticipated to
modestly increase due to funding from a sponsor new to
UC, the Patient-Centered Outcomes Research Institute
(PCORI), an independent nonprofit, nongovernmental
organization that was authorized by Congress in 2010.
UC’s first year of funding from PCORI is likely to be near
$13.5M.
UC and its affiliates received approximately $396M in
research funding in FY 2015, with UC and Cincinnati
Children’s Hospital Medical Center showing little change
from FY 2015 funding levels. Federal and state budget
cuts have had a direct impact on the amount of research
performed at UC. Excluding its research affiliates, UC
received $182.9M in sponsored program awards in FY
2015.
A significant part of UC’s research funding comes from the
National Institutes of Health (NIH), the major supporter of
biomedical research. Overall, 88% of UC’s FY 2015
research dollars came from federal funding sources. UC’s
College of Medicine brought in $870M in research funding
in FY 2015.
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 2015, the UC endowment is the
74th largest of 828 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, 2016, the market value of the endowment
was $1.152B, down 4.08% since June 30, 2015. As a
result, the FY 2017 current funds endowment income has
been budgeted to decline $1.6M.
AUXILIARY ENTERPRISES
The university’s main auxiliary enterprises include Campus
Services and Athletics. Campus Services manages
university activities related to Parking, Housing & Food
Services, Retail Services, MainStreet & Campus
Recreation Operations, Kingsgate Conference Center, and
Conference & Event Services. Campus Services
continues to exhibit sound financial management while
providing the services students expect for an enjoyable
campus experience. Campus Services auxiliaries have
been able to benefit from increased enrollments which has
enabled continuous improvements in quality while also
controlling expenses through ongoing implementation of
cost containment measures. The cycle of revenue growth
combined with cost containment as well as a service focus
is expected to continue into FY 2017 when Campus
Services again expects operational results to be favorable.
Athletics experienced another successful year in FY 2016
both on and off the playing field. UC Football and Men’s
Basketball had especially notable seasons. Academically,
nearly 65% of UC athletes had a 3.0 or better GPA for the
fall 2015 semester, up from 63% in autumn 2014. While
the fiscal outcomes of college athletics continue to be
challenging, under the continued leadership and energy of
Athletic Director Mike Bohn, UC Athletics continues to
explore opportunities for revenue growth and cost
containment while striving to be the “Class of the League”.
TOTAL CURRENT FUNDS BUDGET SUMMARY
FY 2016-2017 University Current Funds Budget Plan
16
Undesignated
General Funds
Uptown
Campus
Undesignated
General Funds
Regionals
Auxiliary
Enterprises
Designated
General Funds
Restricted
Funds
Total
Current
Funds
RESOURCES
Gross Tuition, Fee and Other Student
Charges460,027$ 45,815$ 14,628$ 34,510$ -$ 554,980$
Less Scholarships and Fellowships (75,290) (2,818) - - - (78,108)
Net Tuition, Fee and Other Student
Charges384,738$ 42,996$ 14,628$ 34,510$ -$ 476,872$
State Appropriations (State Share of
Instruction)186,685$ 19,293$ -$ -$ 8,784$ 214,762$
Other State Appropriations (CCP) - 1,253 - - - 1,253
Govt. and Private Grants and Contracts 14,309 29 - 15,404 186,625 216,367
Private Gifts - - 4,034 570 91,571 96,174
Endowment Income 956 - - 2,769 50,146 53,872
Sales and Service 10 20 - 60,143 - 60,173
Temporary Investments 2,270 - - - - 2,270
Other Sources 890 61 - 11,755 754 13,460
Auxiliary Enterprises - - 118,509 - - 118,509
Total Resources 589,858$ 63,653$ 137,171$ 125,151$ 337,880$ 1,253,712$
EXPENDITURES
Educational and General
Instructional and General 233,144$ 36,734$ -$ 14,945$ 53,256$ 338,079$
Separately Budgeted Research 12,346 - - 14,312 151,452 178,110
Public Service 893 75 - 50,508 17,675 69,151
Academic Support 85,004 4,668 - 16,619 9,766 116,056
Student Services 23,479 5,877 - 18,890 3,278 51,524
Institutional Support 58,859 10,302 - 32,314 477 101,952
Operation and Maintenance of Plant 53,944 4,697 - (8,058) 159 50,743
Budget Cut Reserve (2,803) - - - - (2,803)
Scholarships and Fellowships - - 1,758 1,111 59,856 62,725
Future Yrs Reallocation Reserve 6,131 - - - - 6,131
Total Educational and General 470,996$ 62,352$ 1,758$ 140,641$ 295,919$ 971,667$
Auxilliary Enterprises -$ -$ 111,076$ -$ -$ 111,076$
Mandatory Transfers
Loan Fund Matching - - - - - -
Debt Service 25,467 - 28,868 24,876 - 79,210
Nonmandatory Transfers
Subsidies to Non-Instructional Units 16,294 264 (21,771) 300 - (4,914)
Plant Funds 15,665 1,327 10,312 - - 27,303
Designated 54,525 - - (54,525) - -
Other (1,089) (290) 6,951 9,425 13,568 28,565
Claims on Operations Repayment 8,000 - - (8,000) - -
Total Net Transfers 118,862$ 1,300$ 135,435$ (27,923)$ 13,568$ 241,240$
Total Expenditures and Transfers 589,858$ 63,653$ 137,193$ 112,718$ 309,487$ 1,212,907$
Net Increase (Decrease) In Fund
Balance-$ -$ (22)$ 12,433$ 28,393$ 40,805$
FISCAL YEAR 2016-2017
CURRENT FUNDS BUDGET SUMMARY
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
17
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Gross Tuition, Fee and Other Student Charges 534,085$ 554,980$ 20,895$ 3.9%
Less Scholarships and Fellowships (71,602) (78,108) (6,506) 9.1%
Net Tuition, Fee and Other Student Charges 462,483$ 476,872$ 14,389$ 3.1%
State Appropriations (State Share of Instruction) 204,371$ 214,762$ 10,391$ 5.1%
Other State Appropriations (CCP) -$ 1,253$ 1,253$
Govt. and Private Grants and Contracts 210,697 216,367 5,670 2.7%
Private Gifts 53,942 96,174 42,233 78.3%
Endowment Income 55,552 53,872 (1,680) -3.0%
Sales and Service 64,080 60,173 (3,907) -6.1%
Temporary Investments 2,270 2,270 - 0.0%
Other Sources 15,123 13,460 (1,663) -11.0%
Auxiliary Enterprises 108,006 118,509 10,503 9.7%
Total Resources 1,176,524$ 1,253,712$ 77,189$ 6.6%
EXPENDITURES
Educational and General
Instructional and General 310,549$ 338,079$ 27,531$ 8.9%
Separately Budgeted Research 178,082 178,110 28 0.0%
Public Service 62,293 69,151 6,859 11.0%
Academic Support 119,619 116,056 (3,563) -3.0%
Student Services 54,351 51,524 (2,828) -5.2%
Institutional Support 94,536 101,952 7,416 7.8%
Operation and Maintenance of Plant 55,287 50,743 (4,544) -8.2%
Budget Cut Reserve - (2,803) (2,803)
Scholarships and Fellowships 63,289 62,725 (565) -0.9%
Future Yrs Reallocation Reserve 6,688 6,131 (558) -8.3%
Total Educational and General 944,693$ 971,667$ 26,976$ 2.9%
Auxiliary Enterprises 104,303$ 111,076$ 6,773$ 6.5%
Mandatory Transfers
Loan Fund Matching - - -
Debt Service 96,536 79,210 (17,326) -17.9%
Nonmandatory Transfers
Subsidies to Non-Instructional Units (323) (4,914) (4,591)
Plant Funds 13,248 27,303 14,055 106.1%
Designated (0) - 0
Other 11,841 28,565 16,724 141.2%
Claims on Operations Repayment - - -
Total Net Transfers 225,605$ 241,240$ 15,635$ 6.9%
Total Expenditures and Transfers 1,170,299$ 1,212,907$ 42,611$ 3.6%
Net Increase (Decrease) In Fund Balance 6,223$ 40,805$
SUMMARY OF BUDGETED RESOURCES AND EXPENDITURES
TOTAL UNIVERSITY
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
18
EXPENDITURES BY FUNCTION
SUMMARY OF BUDGETED RESOURCES AND EXPENDITURES
TOTAL UNIVERSITY
RESOURCES BY SOURCE
Instructional & General28%
Separately Budgeted Research
15%
Public Service6%
Auxiliary Enterprises
8%
Academic Support10%
Student Services4%
Institutional Support8%
Operation & Maintenance of Plant
4%
Scholarships & Fellowships
5%
Mandatory Transfers
8%
Nonmandatory Transfers
3%
Net Tuition, Fees & Other Student Charges
38%
State Appropriations17%
Govt. & Private Grants & Contracts
17%
Other Resources18%
Auxiliary Enterprises10%
FY 2016-2017 University Current Funds Budget Plan
19
The Uptown campus budget for FY 2017 is
presented in the tables on the following pages. It
includes the following assumptions about tuition,
subsidies and expenses.
Tuition
The final State of Ohio biennial budget includes a
tuition freeze for in-state undergraduates, therefore
the following recommendation is being submitted to
the Board of Trustees to be effective during the
2016-17 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, Law, Medicine MD, or
Pharmacy PharmD tuition for both resident and
non-resident students.
In the current year, work on Performance Based
Budgeting is ongoing through fiscal year-end. It is
estimated that final FY 2016 results will include
approximately $6.6M in tuition growth which will be
split between the colleges and the Provost. This
growth was estimated in February 2016 and
included in the budget, resulting in tuition budget
variance shown on the report of $17.9M. Due to the
timing of year-end entries, this variance also
includes tuition growth from FY 2015. In aggregate,
the tuition growth is the result of continued
increases in enrollment and student retention.
The FY 2017 tuition budget assumes flat enrollment
from FY 2016 to FY 2017. This allows tuition 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 2017, a $2.8M (1%) budget
reallocation for the Uptown campus is necessary.
State Share of Instruction (SSI)
Funding from the State of Ohio 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 2017 SSI for the Uptown Campus is projected to
be $186.6M, an increase of approximately $8.8M
over the original FY 2016 budgeted allocation. This
increase is largely due to an increase to the
statewide SSI appropriation of 4%.
UNDESIGNATED GENERAL FUNDS
UPTOWN CAMPUS OVERVIEW
This section describes income and expense budgets relative 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 $589M (net of scholarships) in FY 2017 with the largest revenue sources
consisting of student tuition and fees and support from the state of Ohio through the Department of Higher
Education (ODHE).
UPTOWN CAMPUS BUDGET
The FY 2016 tuition budget assumes flat enrollment from FY 2016 to FY 2017.
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.
FY 2016-2017 University Current Funds Budget Plan
20
FY 2017 Salary Increases by Employee Group
AFSCME – 2% increase
AAUP – currently in negotiations
AAUP Promotions, Tenure, & Article 15 Adjustments
SEIU – 1.5% increase
IUOE – 1.5% increase
Unrepresented – 2% increase
Univ. Law Enforcement Officers (ULEO), Security Officers, Dispatchers – 2% increase
Sergeants — Increase to minimum of 8% over highest ULEO
Lieutenants — Increase to minimum of 6% over highest Sergeant
University Graduate Assistants & Other Students – 2% increase
UPTOWN CAMPUS TOTAL BUDGET SUMMARY In Thousands
Revenue $7,660
Gross Tuition Inflation 0
Increase in State Share of Instruction 7,660
Mandatory Incremental Expenses (7,963)
Moves / Wayfinding (1,000)
Roof Replacements (250)
Capital Investment Fund: Renovations (1,500)
Pharmacy Building Reno. – HPB (500)
UCIT—Student Bundle Rates (214)
UC Foundation Funding Model (1,900)
IT—504/508 Accessibility & Compliance (1,349)
Institutional Initiatives (1,250)
Strategic Initiatives: (3,000)
Structural Deficit Payback—Internal Borrowing (500)
Research Deficit Funding (1,500)
Core System Funding (SIS) (1,000)
Subtotal (3,303)
Decrease in Reserve for Future Years’ Budget Reallocations 500
TOTAL BUDGET (2,803)
1% Budget Reallocation Required to Balance Budget1 (2,803)
EXPENSES—Salaries and Benefits
During FY 2017 budget discussions, the decision
was made to fund salary increases 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 2017 for
unrepresented staff. Other employee groups will
receive salary increases as negotiated by their
respective unions as noted here.
EXPENSES—Operating
Increases for FY 2017 operating expenses are shown below. Additional descriptions of each new expense
budget supplement can be seen on the opposite page.
As UC enters FY 2017, 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, unfunded
mandates at the state and federal level, 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.
1The 1% budget reallocation will be distributed to all colleges and units.
FY 2016-2017 University Current Funds Budget Plan
21
Uptown Campus Mandatory Incremental Expenses: Moves / Wayfinding—$1,000,000 Additional funding necessary due to complexity and number of offices / facilities being moved. 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: Renovations —$1,500,000 Funding increase for basic renovation projects that are not financed with debt of $1.5M in FY 2017 and FY 2018 and $.5M in FY 2019. These projects were historically financed by the State, but this funding was removed in FY 2013, requiring the use of university general funds to complete the projects. Pharmacy Building Renovation (HPB) — $500,000 Annual debt service support for the HPB building renovation project through FY 2018.
UCIT—Student Bundle Rates — $214,279 Incremental funding required to fulfill transfer obligations from the general fund to UCit. This is necessary due to the increase in the UCit bundled rate. UC Foundation Funding Model — $1,900,000 Establish permanent funding from the University to support advancement. $1.9M additional also being planned for FY 2018 and $5.2M in FY 2019. IT 504/508 Accessibility & Compliance — $1,348,814 This represents costs related to Sections 504 and 508 amendments to the Rehabilitation Act of 1973, which requires Federal agencies to make their electronic and information technology accessible to people with disabilities. Institutional Initiatives — $1,250,000 This is an estimate of incremental requests from departments that are not known at this time and is based on historical requests received/approved as part of the budget process.
Uptown Campus Strategic Initiatives: Structural Deficit Payback – Internal Borrowing—$500,000 Funding increase required to pay down internal borrowing deficits. This addition results in total budget for this purpose of $8.0M. Research Deficit Funding—$1,500,000 Funding required to pay expenses associated MSB/Care/UC Reading debt service, utilities, and facilities.
Core Systems Funding—$1,000,000 These incremental dollars are necessary to support the ongoing operation of the Catalyst Student Information System that will be fully operational in 2017.
FY 2016-2017 University Current Funds Budget Plan
22
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Gross Tuition, Fee and Other Student Charges* 442,066$ 460,027$ 17,961$ 4.1%
Less Scholarships and Fellowships (70,446) (75,290) (4,843) 6.9%
Net Tuition, Fee and Other Student Charges 371,620$ 384,738$ 13,118$ 3.5%
State Appropriations (State Share) 177,808$ 186,685$ 8,876$ 5.0%
Govt and Private Grants and Contracts 14,309 14,309 - 0.0%
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 567,864$ 589,858$ 21,994$ 3.9%
EXPENDITURES
Educational and General
Instructional and General 219,465$ 233,144$ 13,679$ 6.2%
Separately Budgeted Research 13,786 12,346 (1,440) -10.4%
Public Services 927 893 (34) -3.7%
Academic Support 85,031 85,004 (27) 0.0%
Student Services 22,324 23,479 1,155 5.2%
Institutional Support 55,179 58,859 3,680 6.7%
Operation and Maintenance of Plant 53,513 53,944 431 0.8%
Budget Cut Reserve - (2,803) (2,803) -
Future Yrs Reallocation Reserve 6,688 6,131 (558) -8.3%
Total Educational and General 456,913$ 470,996$ 14,083$ 3.1%
Mandatory Transfers
Debt Service 30,221$ 25,467$ (4,754)$ -15.7%
Nonmandatory Transfers
Subsidies to Non-Instructional Units 16,294 16,294 - 0.0%
Plant Funds 2,160 15,665 13,504 625.1%
Designated 56,697 54,525 (2,171) -3.8%
Claims On Operations Repayment 7,500 8,000 500 6.7%
Other (1,921) (1,089) 832 43.3%
Total Net Transfers 110,951$ 118,862$ 7,912$ 7.1%
Total Expenditures and Transfers 567,864$ 589,858$ 21,995$ 3.9%
Net Increase (Decrease) In Fund Balance - -
UNDESIGNATED GENERAL FUNDS
UPTOWN CAMPUS
(IN THOUSANDS)
* Note: The Uptown campus assumes flat enrollment in FY 2017. Due to the timing of budget increases, the variance in
the Gross Tuition line above represents increased enrollment and retention in FY 2015 and 2016.
FY 2016-2017 University Current Funds Budget Plan
23
UPTOWN CAMPUS GENERAL FUNDS
SUMMARY OF BUDGETED RESOURCES AND EXPENDITURES
EXPENDITURES BY FUNCTION
RESOURCES BY SOURCE
Instructional & General40%
Separately Budgeted Research
2%Academic Support15%
Institutional Support10%
Student Services4%
Operation & Maintenance of Plant
9%
Public Service0%
Mandatory Transfers4%
Nonmandatory Transfers16%
Net Tuition, Fees & Other Student Charges
65%
Other Resources1%
State Appropriations32%
Govt. & Private Grants & Contracts
2%
FY 2016-2017 University Current Funds Budget Plan
24
Undesignated General Funds
Uptown Campus
Performance-Based Budget Report
(In Thousands)
FY 2016
BoT
Approved
Budget
(July 1)
FY 2016
Revised
Budget
(Feb. 29)
FY 2017
EstimateVariance
Percent
Change
RESOURCES
Undergraduate
Tuition (Generated by Home College) 241,391$ 251,038$ 251,038$ $ - 0.0%
Adjustment for Majors Instructed by Another College (45,247) (44,497) (45,840) (1,343) 3.0%
Adjustment for Other Majors Instructed 45,247 44,497 45,840 1,343 3.0%
Subtotal : Tuition Attributed to College 241,391$ 251,038$ 251,038$ -$ 0.0%
General Fees (Generated by Home College) 17,556$ 17,556$ 17,556$ -$ 0.0%
State Share of Instruction (Generated by Home College) 82,073 82,634 86,170 3,536$ 4.3%
Unit Scholarships & Fellowships (2,298) (2,581) (2,581) -$ 0.0%
University Scholarships & Fellowships (21,393) (19,353) (19,353) -$ 0.0%
Net Attributable Resources 317,329$ 329,296$ 332,831$ 3,536$ 1.1%
Graduate/Professional
Tuition (Generated by Home College) 167,414$ 175,410$ 175,410$ $ - 0.0%
Adjustment for Majors Instructed by Another College (1,629) (1,609) (2,158) $ (549) 34.1%
Adjustment for Other Majors Instructed 1,629 1,609 2,158 $ 549 34.1%
Subtotal : Tuition Attributed to College 167,414$ 175,410$ 175,410$ -$ 0.0%
General Fees (Generated by Home College) 7,502$ 7,502$ 7,502$ -$ 0.0%
State Share of Instruction (Generated by Home College) 95,735 96,390 100,514 4,124$ 4.3%
Unit Scholarships & Fellowships (44,644) (48,054) (48,054) -$ 0.0%
University Scholarships & Fellowships (1,727) (4,792) (4,792) -$ 0.0%
Net Attributable Resources 224,280$ 226,455$ 230,580$ 4,124$ 1.8%
Adult & Continuing Ed. (Tuition Only) 3,950$ 4,267$ 4,267$ -$ 0.0%
Adult & Continuing Ed. (Scholarships Only) (365) (523) (523) -$ 0.0%
Adult & Continuing Ed. (Gen. Fees Only) 340 340 340 -$ 0.0%
Sponsored Revenue 14,309 14,309 14,309 -$ 0.0%
Other Revenue 9,962 9,962 9,962 -$ 0.0%
Total Resources 569,806$ 584,107$ 591,767$ 7,660$ 1.3%
EXPENDITURES
Direct
Academic Support 32,662$ 39,820$ 39,820$ -$ 0.0%
Institutional Support 3,051 89 89 -$ 0.0%
Instruction 144,878 150,489 150,489 -$ 0.0%
Public Service 362 6 6 -$ 0.0%
Research 6,993 6,907 6,907 -$ 0.0%
Student Services 1,659 1,453 1,453 -$ 0.0%
Unassigned - - - -$
Total Direct Expenditures 189,607$ 198,763$ 198,763$ -$ 0.0%
Base Net Revenue 380,199$ 385,343$ 393,003$ 7,660$ 2.0%
Direct Threshold Share -$ -$ (1,662)$ (1,662)$
Base Net Revenue Target 380,199$ 385,343$ 394,666$ 9,322$ 2.4%
Indirect
Academic Support 49,421$ 49,585$ 49,585$ -$ 0.0%
Institutional Support 52,638 56,808 58,708 1,900$ 3.3%
Instruction 72,504 77,580 77,580 -$ 0.0%
Operations Maintenance 53,464 53,708 53,708 -$ 0.0%
Public Service 920 888 888 -$ 0.0%
Research 6,765 6,765 6,765 -$ 0.0%
Student Services 21,095 21,916 21,916 -$ 0.0%
Unassigned 123,392 118,094 126,657 8,563$ 7.3%
Total Indirect Expenditures 380,199$ 385,343$ 395,807$ 10,463$ 2.7%
Indirect Threshold Share -$ -$ (1,141)$ (1,141)$
Indirect Expenditures Target 380,199$ 385,343$ 394,666$ 9,322$ 2.4%
Total Expenditures 569,806$ 584,107$ 594,570$ 10,463$ 1.8%
Total University Threshold -$ -$ (2,803)$ (2,803)$
Net Profit/(Loss) Target -$ -$ -$ -$
FY 2016-2017 University Current Funds Budget Plan
25
The FY 2017 budget includes the following assumptions:
a) State-wide demographics and enrollment uncertainty
continue to present challenges as in previous years. The
tuition revenue budget for UC Blue Ash College (UCBA)
assumes flat enrollments for FY 2017. 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, and
when attrition continues to present challenges. 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. This program was
developed in response to the desire to continue to keep
cost of attendance as low as possible in accordance with
mandates from the State. Additionally, a tuition scholarship
raffle will continue for students who register during priority
registration, rather than later, as is often the case for
regional campus students. Lastly, UCBA is offering
incentives for students to attend early orientation.
b) The state appropriations (State Share of Instruction
(SSI)) revenue budget includes an increase of 2% over FY
2016 actuals. This assumption is based on the overall
increase in the total statewide appropriation of 4%, but also
factors in recent enrollment and degrees awarded
fluctuations.
c) The other state appropriations revenue budget
represents the initial budget including revenue generated by
the new College Credit Plus program. The budget figure
represents an expectation of flat enrollments in this program
from 2016 levels. This program allows high school students
to earn both high school and college credit for certain
courses taken during high school at a very low cost to them.
This revenue is also included in the tuition and scholarships
categories.
d) Declines in revenue budgets from sources other than
tuition and state appropriations represent both anticipated
changes to the revenue streams as well as deliberate
changes to policies that affect facility rentals.
e) Relative to spending, FY 2017 is expected to be a year of
continued efficiency, conservation, streamlining, and
improvement. UCBA is planning to remain 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.
f) Additionally, approximately $1.8 million has been
budgeted to be transferred to reserves and plant funds.
INITIATIVES
UCBA continues to focus its collective attention on student
success. As such, in FY 2017 UCBA will make strategic
decisions to enhance the student experience, increase the
collaboration between faculty and staff, and plan for the
future as follows:
Facilitate student success: Over the last several years,
UCBA has built a culture of student-centeredness, with
student success as the focus. UCBA is working to structure
student experiences here to maximize student success.
UCBA’s tactics to increase student success includes the
College Program for Academic Success (CPAS), early
registration encouragement, mandatory orientation
attendance, student success workshops and webinars, high
school outreach/partnerships, CYC/UCBA mentoring
initiatives, leadership institute, major mentors, peer
mentors, and more. Everything done at UCBA has student
success in mind. The college plans to continue to further
foster this culture of student success with its tested formula
of first-class instruction delivered by exceptional teachers,
excellent student support services such as one-on-one
tutoring, student learning labs and a friendly and welcoming
environment to provide an extraordinary learning
environment.
Fund-raise aggressively: In FY 2017, UCBA will
construct a new classroom building scheduled to be
completed in June 2017. Along with the beautiful building
comes a price ($6.3 million) that is being paid for 100% by
the college. Costs will be subsidized by fundraising, which
will hopefully 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. UCBA’s grant writer will continue to
seek and land external funding for college priorities.
Plan strategically: UCBA is engaged in extensive
strategic planning for the college’s future. The strategic
planning committee has engaged many constituents in data
UNDESIGNATED GENERAL FUNDS
REGIONAL CAMPUSES
UC BLUE ASH
HIGHLIGHTS
FY 2016-2017 University Current Funds Budget Plan
26
gathering and now are working through the themes, goals,
objectives, action steps, persons responsible, and
deadlines. There is great agreement and much excitement
about the direction and potential of the college’s future.
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).
PHYSICAL PLANT CONSTRAINTS AND
REQUIREMENTS
Enhance the student experience: First impressions
and initial interactions with students can help to establish a
successful, strong start and also provide a lasting
impression of the college. UCBA is beginning the process
of improving students’ impression by planning the
renovation of Muntz Hall. This multi-phase project will
launch in 2017 when the new building is completed. The
new building’s construction is underway and is expected to
reach completion in June 2017.
UCBA also 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. As mentioned, the college is constructing a
new building and planning a many year, massive
renovation project in Muntz.
In addition, there will be several smaller minor renovation
projects.
LONG-TERM OUTLOOK AND GOALS
Grow Distance Learning Presence: The college
launched its first fully online bachelor’s degree in fall 2016.
With Pearson’s marketing and recruitment tactics, and a
common 16 month decision-making process of Allied
Health prospects, UCBA expects enrollments to ramp up
considerably in FY 2017 and reach more than 100 students
(up from 16 at launch). With the national presence of this
online degree, the college expects programs such as this
to help stabilize enrollments. UCBA will be slowly growing
online course availability (with high quality training, design,
and execution), along with possibly proposing other online
degrees to meet market demand.
Reap Benefits of Reverse Transfer Policy: UCBA will
begin to reap the benefits of providing associate degrees to
students who have successfully completed UCBA’s
curriculum after transitioning to Clifton in the coming fiscal
years. UCBA has already seen several hundred more
degrees awarded annually (200-300/year).
FY 2016-2017 University Current Funds Budget Plan
27
The FY 2017 budget includes the following assumptions:
a) The tuition revenue budget includes a 2.5% increase
over FY 2016 actuals, reversing a five year declining trend.
This is based on projections including more aggressive
recruiting plans, a stabilizing local unemployment rate,
positive spring enrollment results, and strong early
applications data for fall 2016. Further, the tuition budget
assumes a 3% growth in student enrollments and flat inter-
campus revenue (Uptown and Blue Ash students enrolling
in Clermont courses).
b) The state appropriations (State Share of Instruction
(SSI)) revenue budget includes an increase of 2% over FY
2016 actuals. This assumption is based on the overall
increase in the total statewide appropriation of 4%, but also
factors in recent year enrollment declines.
c) The other state appropriations revenue budget
represents the initial budget including revenue generated
by the new College Credit Plus program. The budget
figure represents an expectation of flat enrollments in this
program from 2016 levels. This program allows high
school students to earn both high school and college credit
for certain courses taken during high school at a very low
cost to them. This revenue is also included in the tuition
and scholarships categories.
d) The expenditures budget includes allowances for an
AAUP pay increase of approximately $575 thousand
including benefits and staff increases totaling nearly $100
thousand; savings of approximately $480 thousand as a
result of changes to university benefit rates; an increase of
approximately $515 thousand to total overhead payments
to the Uptown general fund; allowances for increased costs
related to adjunct instructors teaching online courses for
which there is an increasing demand; and cost savings of
$100 thousand will be realized in the area of food service
through the elimination of the annual subsidy, due to a
change in vendors.
e) Staffing levels are relatively stable, with both staff and
full-time faculty levels reduced by one FTE each.
f) Approximately $800k has been budgeted to be
transferred from reserves to support operations.
INITIATIVES
Increase recruiting efforts, including improved
communications with recruits, and improved data
collection efforts.
Continued promotion of merit, adult, and athletic
scholarships, with additional focus on gifts and alumni
involvement.
Restructured advising organization, hiring a new
director and changing reporting lines and organization.
Implement “early warning” tracking systems to target
at risk students.
Expand online courses, certificates, and degrees.
PHYSICAL PLANT CONSTRAINTS AND
REQUIREMENTS
Due to enrollment declines over the past five years, and
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
Board of Trustee approval to begin a major upgrade in FY
2016. Substantial spending will begin in FY 2017, with
approximately $2.3 million planned (beyond operations) in
local funds. Additionally, $1.75 million in state funds,
already in hand, will partially fund the first phase of the
project.
LONG-TERM OUTLOOK AND GOALS
UC Clermont expects student enrollment to return to
moderate growth in the next few years. As the college
adjusts to what may be a “new normal” for enrollment,
support will be needed for future tuition increases (as
allowed by the State) – with the goal of tuition parity with
UC Blue Ash.
UC Clermont’s continued goal is to grow enrollment
moderately and reverse the decline and dependence on
macroeconomic factors. A continuing focus on academic
programs aimed at employed working adults and building
relationships with local businesses will remain key areas of
focus. Additional associate degree programs with an
emphasis on 2+2 programs with Uptown campus colleges,
certificates (some fully online), exploration of additional
regional college-based and hosted baccalaureate
programs, and associate degree completer programs will
also be emphasized.
UC CLERMONT
HIGHLIGHTS
FY 2016-2017 University Current Funds Budget Plan
28
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Gross Tuition, Fee and Other Student Charges 27,653$ 26,200$ (1,454)$ -5.3%
Less Scholarships and Fellowships (422) (959) (538) 127.5%
Net Tuition, Fee and Other Student Charges 27,232$ 25,241$ (1,991)$ -7.3%
State Appropriations (State Share) 10,134 11,034 900 8.9%
Other State Appropriations (CCP) - 272 272
Govt and Private Grants and Contracts - - -
Private Gifts - - -
Endowment Income - - -
Sales and Service 35 20 (15) -43.1%
Temporary Investments - - -
Other Sources 41 15 (27) -64.1%
Total Resources 37,443$ 36,582$ (861)$ -2.3%
EXPENDITURES
Educational and General
Instructional and General 21,993$ 21,728 (265)$ -1.2%
Separately Budgeted Research - - -
Public Services - - -
Academic Support 3,374 2,759 (615) -18.2%
Student Services 3,239 3,005 (234) -7.2%
Institutional Support 4,409 4,670 262 5.9%
Operation and Maintenance of Plant 3,210 2,399 (812) -25.3%
Total Educational and General 36,226$ 34,561$ (1,665)$ -4.6%
Mandatory Transfers
Loan Fund Matching -$ -$ -$
Debt Service
Nonmandatory Transfers
Subsidies to Non-Instructional Units 174 174 - 0.0%
Plant Funds 343 1,327 984 286.9%
Other 700 520 (180) -25.7%
Total Net Transfers 1,217$ 2,021$ 804$ 66.1%
Total Expenditures and Transfers 37,443$ 36,582$ (861)$ -2.3%
Net Increase (Decrease) In Fund Balance (0)$ 0$
UNDESIGNATED GENERAL FUNDS
REGIONAL CAMPUSES
UC BLUE ASH COLLEGE
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
29
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Gross Tuition, Fee and Other Student Charges* 17,436$ 19,615$ 2,179$ 12.5%
Less Scholarships and Fellowships (734) (1,859) (1,125) 153.3%
Net Tuition, Fee and Other Student Charges 16,702 17,756 1,054 6.3%
State Appropriations (State Share) 7,620 8,259 639 8.4%
Other State Appropriations (CCP) - 981 981
Govt and Private Grants and Contracts 29 29 - 0.0%
Private Gifts - - -
Endowment Income - - -
Sales and Service - - -
Temporary Investments - - -
Other Sources 45 46 1 2.6%
Total Resources 24,395$ 27,071$ 2,676$ 11.0%
EXPENDITURES
Educational and General
Instructional and General 13,784$ 15,006$ 1,222$ 8.9%
Separately Budgeted Research - - -
Public Services 7 75 67 908.6%
Academic Support 1,912 1,909 (3) -0.2%
Student Services 3,155 2,872 (285) -9.0%
Institutional Support 5,033 5,632 598 11.9%
Operation and Maintenance of Plant 2,267 2,299 31 1.4%
Total Educational and General 26,160$ 27,791$ 1,632$ 6.2%
Mandatory Transfers
Loan Fund Matching -$ -$ -$
Debt Service
Nonmandatory Transfers
Subsidies to Non-Instructional Units 85 90 5 6.3%
Plant Funds - - -
Other (1,850) (810) 1,040 -56.2%
Total Net Transfers (1,765)$ (720)$ 1,045$ -59.2%
Total Expenditures and Transfers 24,395$ 27,071$ 2,677$ 11.0%
Net Increase (Decrease) In Fund Balance (0)$ 0$
UNDESIGNATED GENERAL FUNDS
REGIONAL CAMPUSES
UC CLERMONT COLLEGE
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
30
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 distinguishing characteristic of an auxiliary enterprise is that it is managed
essentially as, and is intended to be, a self-supporting activity. The state of Ohio specifically identifies the following auxiliaries
at UC: 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.
HIGHLIGHTS
The FY 2017 budget includes the following assumptions:
a) Revenue from student meals is budgeted to increase
$2.1M due to a 2% increase in meal plan fees, and the
increase of on-campus students with the opening of Scioto
Hall. Housing revenue is budgeted to increase $6.4M due
to the opening of Scioto Hall, additional block leases, and a
2% increase to room fees. The impact of these fee
increases to the student can be seen in Appendix 1.
b) Contract revenue is projected to increase due to a
general increase in rentals, including West Pavilion.
Additionally, continuing the MLB RBI relationship, the
Kingsgate Conference Center signed a two-year agreement
for two programs for June and August 2016.
c) Budgeted parking revenue includes a 3% increase to
permit rates for FY 2017.
d) Miscellaneous student fees include Campus Life Fees
and are budgeted flat from FY 2016 due to the State of
Ohio’s cap on tuition increases.
e) Total expenditures are budgeted to increase 9.4% due to
a general increase in cost due to the opening of Scioto Hall.
Block lease expenses and the need for additional Resident
Assistants are the primary drivers behind expense growth
related to Scioto Hall. Salaries throughout campus services
are budgeted to increase 2%. Additionally, some equity
reviews were completed in FY 2016 and additional
department heads are being added, driving salary
expenditures up $1.5M.
f) Due to the retirement of callable debt using existing
capital during FY 2016, debt service is budgeted to
decrease $6.2M. However, combining the Internal Debt
Repayment Transfers with the Debt Service payments
represent the true change in cost realized by Campus
Services – a $2.9M increase. The Internal Debt
Repayment transfer figure represents funding that will repay
UC’s capital that was used to retire the debt. The increase
in total debt payments is due to the Scioto Hall completion
and changes to the Eden Garage debt amortization.
g) Additionally, approximately $10.3M has been budgeted to
be transferred to reserves for repairs and renovations.
SUCCESSES AND INITIATIVES
Retail Services consists of six bookstores, two
convenience stores, Central Stores, and 289 vending
machines. In the bookstores, the successful program Rent-
A-Text will enter its seventh year, offering a wide selection
of books and saving students an average of 50% off the
price of new books. The Price Match Promise was
expanded to support textbook affordability. With this focus,
rental, used book sales/buyback, Price Match Promise and
IncludeEd saved students more than $1.9M. The main
campus bookstore renovation was completed, along with
the rebranding to Under Armour. FC Cincinnati apparel was
also added to the main campus bookstore offerings.
Central Stores will enter its sixth 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 continues to be managed by
Campus Services, while snack vending is operated under a
contract with the Rehabilitation Services Commission of
Ohio.
Through the Pepsi agreement Campus Services launched
Mountain Dew Black on campus, achieving #1 campus
sales in the nation.
Retail Services Housing & Food Services
Campus Recreation Conference and Event Services
MainStreet Operations (TUC) Kingsgate Conference Center
Bearcat Campus Card Parking Services
CAMPUS SERVICES
Campus Services, the umbrella organization for many auxiliary operations on campus, provides a coordinated effort to meet the
needs of the campus community through the following units:
FY 2016-2017 University Current Funds Budget Plan
31
Within Housing & Food Services (H&FS), Scioto Hall will
open for fall 2016, adding 471 additional beds to the
housing portfolio. The base capacity of the on-campus
residence hall community will be 5,882 for FY 2017, which
includes a block lease at University Park Apartments (UPA).
Campus Recreation Center housing will be returned to
residential use, serving up to 224 students. The StarRez
Housing Information System conversion was completed,
providing the capability for self-assignments and room
selection for fall 2016.
In FY 2016, Food Services provided meal plans to 26% of
the full-time undergraduate students on the Uptown
campus. In response to a higher volume of students
participating in meal plan
programs, alternative
options were developed,
including the addition of a
grab and go concept
located in TUC’s Catskeller.
Digital signage was installed
in CenterCourt and
StadiumView Café,
enhancing the display of
menus and nutritional
information. Teacher’s Café
designs and renovation
plans have been completed
and it is expected to open in
August 2016. The café will
be partially staffed by
students who are enrolled in
Advancement and
Transition Services (ATS),
School of Education,
Criminal Justice and Human Services (CECH). The
Langsam Library Starbucks design was also completed and
will open in August 2016. Late-night services continue to be
provided seven days a week at CenterCourt dining center
and a “to go” option by way of a reusable container remains
as an alternative at StadiumView Café. The Food Services
contract with ARAMARK Corporation will enter the seventh
year of its base 10-year term and continue to include cost
containment and investment elements along with continuous
improvement in the quality of food and presentation.
Campus Recreation operates two comprehensive
fitness facilities: the Campus Recreation Center and the
Fitness Center at CARE/Crawley. Hosting nearly 800,000
visitors annually, Campus Recreation has over 2,200 annual
members and 1,500 short term members. Over 41,000
people participated in the many programs and services
offered, including group fitness, personal training, and
nutrition services. CRC also offers fitness and wellness
workshops, specialty instruction classes, swim lessons,
summer camp, climbing wall lessons, team-building
activities and birthday parties. CRC recognized the ten-year
anniversary with a week-long celebration that was attended
by over 23,000 members and non-members.
Conference & Event Services (CES) and MainStreet
Operations managed or scheduled over 9,500 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 2016, CES created the Event
Services desk in the Great Hall lobby for improved customer
service and launched on-demand meeting room
reservations, allowing on-the-spot utilization of TUC meeting
rooms.
CES and MainStreet
Operations supported over
20,000 on-campus
reservations this year and
managed 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 2016, CES
and MainStreet Operations
hosted the Summer Institute
in July and the NACAS AIM
in March. In FY 2017, CES
and MainStreet Operations
will be overseeing a furniture
and space usage refresh for
TUC.
With the completion of the
Nippert Stadium West Pavilion facility, CES now has a new
venue for offering conference and events. Over 100 events
have been managed at West Pavilion.
Kingsgate Conference Center (KCC) continued to
benchmark well in the Marriott International brand by
achieving overall customer satisfaction scores within the top
12% of all Marriott locations and top 7% for maintenance. In
FY 2016, facility improvements included new televisions in
all guest rooms and carpet replacement in the lobby area.
The Starbucks renovation in MSB was completed.
The Bearcat Card and UCID was updated with a new
look and expanded capabilities, including contactless
access for parking and some buildings. With the
implementation of Blackboard, a new customer relationship
management (CRM) system has been developed that
provides improved data for current merchants and
streamlined targeting capabilities to expand the Bearcat
merchant network. Seven Bearcat merchants were added
this year.
The Campus Recreation Center, the work of Pritzker Prize-winner Thome Mayne, is a 350,000-square-foot, $113 million facility that opened in 2006 and features a premier fitness facility, campus housing, restaurants, classrooms
and convenience store.
FY 2016-2017 University Current Funds Budget Plan
32
Parking Services operates 11 garages with 11,500
parking spaces. In FY 2016, Parking Services completed
the installation of a new gate access system with the
vendor T2, in collaboration with PD+C, UCIT, term
contractors and Kingsgate Marriott, resulting in new
equipment in 81 lanes. Users can now use Bearcat ID,
hotel room keycard (Marriott) or for a small one-time fee,
the UC FastPass for easy access into all garages. The
installation of energy efficient lighting in CCM, Clifton Court
and Woodside garages was completed. Discounted late
night parking options for students was expanded from two
parking garages, Woodside and Eden, to now include a
third garage, Stratford Heights. Community alliances have
also been expanded to include parking agreements with
the Cincinnati Zoo as well as FC Cincinnati.
INTERCOLLEGIATE ATHLETICS
The 2015-16 year marked another great year of
competitive success for the Department of Athletics as
significant athletic and academic achievements were
accomplished. The Bearcats were paced by three teams
that had great performances capped by post-season
appearances with several teams performing well
academically.
ACADEMIC HIGHLIGHTS:
Following are some highlights surrounding the UC
Bearcats’ academic performance over the past year:
Nearly 65 percent of Bearcat student-athletes had a
3.0 or better autumn semester GPA. In the spring
semester, 68 percent had a 3.0 or better semester
GPA.
In the autumn semester, 28 Bearcat student-athletes
had a perfect 4.0 semester GPA. In the spring
semester, 32 had a perfect 4.0 semester GPA.
Bearcat student-athletes had a departmental GPA of
3.17 in the autumn and 3.2 in the spring, marking
sixteen consecutive and twenty-two of the last twenty-
three grading periods with a cumulative GPA of 3.0 or
higher.
Collectively, 13 of the 17 athletic programs achieved a
team GPA of 3.0 or higher for the year.
ATHLETIC HIGHLIGHTS
The UC Football team closed out a 7-5 campaign in 2015
that saw the Bearcats earn a spot in the Hawai’i Bowl. The
seven victories marked the ninth in ten years the Bearcats
had a winning record. Further, participation in their fifth
straight bowl game was a record for UC Football. The
Bearcats have added several new coaches and players,
which promise to provide more excitement with the
installation of a new offense, led by new Offensive
Coordinator Zac Taylor.
The UC Men’s Basketball team achieved its sixth
consecutive 20-win season, posting a 22-11 overall mark.
The team also participated in their sixth consecutive NCAA
Men’s Basketball Tournament, one of eight schools to
achieve this feat. UC is also one of twenty-one schools
who have participated in 30 or more NCAA Men’s
Basketball tournament games. Next season promises to
be an exciting year, as the Bearcats have some highly
anticipated recruits who will join the mix, along with All
Conference performers Gary Clark and Troy Caupain.
The UC Women’s Soccer team achieved its first
conference championship in 2015 by winning the
American Athletic Conference Tournament. Led by the
Conference Offensive (Jaycie Brown) and Defensive
(Vanessa Gilles) Player of the Tournament, the
Bearcats achieved its first conference championship in
13 years. With a strong core group of players returning,
the UC Women’s Soccer team is poised for a
spectacular 2016 season.
Several student-athletes received noteworthy accolades
this past season. Ryan Leahy, a redshirt junior on the
football team, was named the 2015 American
Conference Football Scholar-Athlete of the Year, while
Dayshawn Bond, a senior on the football team, was a
semifinalist for the Arthur Ashe Sports Scholar-Athlete
Award. Senior swimmer Nathan Anderson was named
the American Institutional Male Scholar Athlete of the
Year. Gary Clark, a sophomore on the Men’s
Basketball team, was named the American Conference
Defensive Player of the year. In addition to these
individual accolades, there were a number of Bearcat
Athletes who were either named American Conference
Academically, nearly 65 percent of University of Cincinnati student-athletes had
a 3.0 or better autumn semester grade point average (GPA), and 28 had a
perfect 4.0.
FY 2016-2017 University Current Funds Budget Plan
33
At 105,000 square feet and 130 yards long, the five-story West Pavilion rises out of the stadium concourse. The cur-vature of the facility matches that of Herschede-Shank Pavilion on the east side of the stadium and contains four lev-
els; a press and operations level, suite level, scholarship club level, and patio suites mezzanine level. Photo by Jeremy Bittermann, courtesy of the Architecture Research Office
Player of the Week, or named to the American
Conference Honor Roll for their individual performances.
The Men’s and Women’s Swimming & Diving teams
collected 36 All-Conference honors by 21 different student-
athletes at the American Athletic Conference
Championships. Jacqueline Keire was named an NCAA All
-American in the 100 Freestyle at this season’s NCAA
Swimming & Diving Championships.
With a positive trajectory and continued momentum going
forward, the Department of Athletics will continue on its
current course to win championships, develop and
graduate student-athletes, and provide the best student-
athlete experience.
FY 2016-2017 University Current Funds Budget Plan
34
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Sales 17,428$ 17,144$ (285)$ -1.6%
Student Meals 18,882 21,004 2,122 11.2%
Housing 35,733 42,133 6,399 17.9%
Rentals 1,954 2,027 73 3.7%
Contracts** 4,929 5,832 903 18.3%
Other 3,325 3,467 141 4.3%
Miscellaneous Student Fees 14,414 14,628 214 1.5%
Total Resources 96,665$ 106,233$ 9,568$ 9.9%
EXPENDITURES
Cost of Sales 12,289$ 13,980$ 1,691$ 13.8%
Salaries 8,594 10,145 1,551 18.1%
Benefits 3,386 3,281 (105) -3.1%
DOE 25,492 27,792 2,300 9.0%
University Overhead 1,895 1,585 (311) -16.4%
Programming 5,708 6,134 427 7.5%
Scholarships and Fellowships 1,563 1,758 195 12.5%
Total Expenditures 58,926$ 64,674$ 5,552$ 9.4%
Mandatory Transfers
Debt Service 29,683$ 23,495$ (6,188)$ -20.8%
Non-Mandatory Transfers
Reserve for Repairs and Renovations 10,745 10,312 (433) -4.0%
Subsidies to Non-Instructional Activities (1,297) (1,321) (24) 1.9%
Internal Debt Repayment - 9,144 9,144
Other (1,410) (48) 1,362 -96.6%
Total Net Transfers 37,721$ 41,581$ 3,861$ 10.2%
Total Expenditures and Transfers 96,647$ 106,256$ 9,413$ 9.7%
Net Increase (Decrease) in Fund Balance 18$ (22)$
*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, and
Bellevue Gardens.
**Contract revenue is net of Kingsgate Conference Center expenses
CAMPUS SERVICES AUXILIARY* SUMMARY
Comparison of FY 2016 to FY 2017 Budget
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
35
RESOURCES
Total
BudgetExpenses
Debt
Service
Other
Transfers
Total
Budget
Net
Income
Retail 2,603$ 820$ 616$ 1,101$ 2,537$ 66$
Food 19,999 14,022 509 4,446 18,977 1,022
Housing 30,716 21,021 10,089 (614) 30,496 220
Kingsgate* 2,760 1,263 1,344 150 2,757 3
TUC/Steger Student Life Ctr. 978 3,225 - (1,303) 1,922 (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)
Stratford Heights 5,280 5,379 - 110 5,489 (209)
Parking Lots and Garages 15,925 5,779 4,873 5,271 15,923 2
Bellevue Gardens 466 158 230 65 453 12
Graduate Housing 655 911 - (256) 655 -
Campus Services Admin 542 2,525 - (1,983) 542 -
Conferencing 316 423 - (100) 323 (8)
GRAND TOTAL 96,665$ 58,926$ 29,683$ 8,038$ 96,647$ 18$
RESOURCES
Total
BudgetExpenses
Debt
Service
Other
Transfers
Total
Budget
Net
Income
Retail 2,574$ 1,083$ 615$ 875$ 2,572$ 2$
Food 22,213 15,912 508 4,026 20,446 1,767
Housing 36,958 23,447 9,938 3,726 37,111 (154)
Kingsgate* 3,686 1,384 - 2,292 3,675 10
TUC/Steger Student Life Ctr. 1,247 4,745 - (1,518) 3,227 (1,980)
Campus Life Fee 14,628 110 9,406 3,550 13,066 1,563
Campus Recreation Center 2,119 4,158 - (110) 4,048 (1,929)
Stratford Heights 5,627 5,505 - - 5,505 122
Parking Lots and Garages 15,567 6,116 2,797 5,834 14,747 820
Bellevue Gardens 464 198 232 - 430 34
Graduate Housing 455 783 - (327) 455 -
Campus Services Admin 537 537 - - 537 -
Conferencing 159 697 - (260) 436 (277)
GRAND TOTAL 106,233$ 64,674$ 23,495$ 18,087$ 106,256$ (22)$
*Kingsgate Conference Center revenue is net of operating expenses
SUMMARY OF CAMPUS SERVICES AUXILIARY
(IN THOUSANDS)
EXPENDITURES and TRANSFERS
FISCAL YEAR 2017
EXPENDITURES and TRANSFERS
FISCAL YEAR 2016
FY 2016-2017 University Current Funds Budget Plan
36
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Sports
Men's Basketball 5,562$ 4,965$ (597)$ -10.7%
Football 6,879 6,956 77 1.1%
Gifts 4,375 4,034 (342) -7.8%
Other 13,314 14,982 1,668 12.5%
Total Resources 30,130$ 30,937$ 807$ 2.7%
EXPENDITURES & TRANSFERS
Sports
Men's Basketball 6,265$ 5,693$ (572)$ -9.1%
Football 11,354 12,054 699 6.2%
Women's Sports 6,993 7,518 525 7.5%
Other Mens Sports 2,832 3,023 191 6.8%
Total Sports 27,444 28,287 844 3.1%
Administrative & General 17,059 17,257 198 1.2%
Operations & Maintenance 2,437 2,616 179 7.3%
Total Expenditures 46,939$ 48,160$ 1,220$ 2.6%
Mandatory Transfers
Debt Service 5,374$ 5,373$ (1)$ 0.0%
Non-Mandatory Transfers
Subsidies for Non-Instructional Activities (20,453) (20,450) 3 0.0%
Other (1,730) (2,145) (415) 24.0%
Total Net Transfers (16,809)$ (17,222)$ (413)$ 2.5%
Total Expenditures & Transfers 30,130$ 30,937$ 807$ 2.7%
Net Increase (Decrease) in Fund Balance (0)$ 0$
INTERCOLLEGIATE ATHLETICS
(INCLUDING FIFTH THIRD ARENA)
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
37
DESIGNATED GENERAL FUNDS
Designated general funds are funds that are internally restricted for certain purposes or activities by the Board of Trustees.
Some examples include service centers such as Utilities and UCIT. Other examples include Information Technology and
Instructional Equipment (IT&IE) fees from students, as well as research incentive departmental funds. Some funds that are a
part of the structural deficit are also included in designated funds, such as claims on operations 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 formulation process at the detailed level. Fund balances are checked
for potential concerns during this process as outlined in the university’s Operating Cash
Policy. All areas have submitted written payback plans to eliminate existing overdrafts
and the Office of Budget Management prevents transfers on already existing over-drafted
funds.
Designated funds represent an important opportunity for leveraging undesignated general
funds in support of the overall mission of the institution and for providing enhancements.
Incentive programs for sponsored projects and continuing education activities provide
departments with discretionary funds that are used for instructional programs.
HIGHLIGHTS
The FY 2017 budget includes the following assumptions:
Designated general funds
are funds that are internally
restricted for certain
purposes or activities by
the Board of Trustees.
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. While they function as self-supporting entities over time, they are presented here due to their relative size when com-
pared to other funds and departments.
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.
a) Tuition and Fee revenue is budgeted to increase $1.9M
due to increases in enrollment and retention. This line item
includes ITIE, Student Health Insurance, Study Abroad,
Distance Learning, and other miscellaneous student fees.
b) Sales and Service revenue is budgeted to decrease
$3.8M due to the decline in demand for services offered by
the Hoxworth Blood Center.
c) Overall, budgeted expenditures are expected to decline,
which will more closely align the budgets in these funds to
FY 2016 projected expenditures.
d) Due to the retirement of callable debt using existing
capital during FY 2016, the debt service budget is
decreasing 19.1%. However, combining $7.6M of Other
Transfers with the Debt Service payments represent the
true change in debt service – a 5.6% increase. The $7.6M
figure included in Other transfers represents funding that
will repay UC’s capital that was used to retire the debt.
e) In the past, Subsidies to Non-Instructional Units included
a transfer from designated funds to Campus Services for
the use of the Campus Recreation Center for administrative
purposes during the Teacher’s College renovation. FY
2016 was the last year for that transfer.
FY 2016-2017 University Current Funds Budget Plan
38
The largest component of the university’s information tech-
nology budget is funded through the IT Service Center,
which recovers costs associated with enterprise services
such the phone system and the wired and wireless net-
works. The university also allocates general funds toward IT
services that support core IT operations. These services
include operation of the university’s data center; eLearning
technology tools such as Blackboard; and the administration
of data storage and back-up. Both of these components are
combined and shown on the schedule following this narra-
tive.
HIGHLIGHTS
The FY 2017 budget includes the following assumptions:
a) The IT service center is planning for total recoveries of
$18.3M, an increase of 7.1% over FY 2016. This is due to a
modest increase in the bundled IT recovery price combined
with an increase in faculty and staff who work in units that
pay the rate for IT’s bundled services.
b) Other expenditures are budgeted to increase $4.1M, or
38.3% due to increased expenses associated with mainte-
nance; increased demand for bandwidth by the university
community (e.g. laptops, tablets and smart phones); and
contract-to-hire approach to fill high-demand IT positions
(e.g. software development, information security).
c) The FY 2017 budget includes only depreciation on capital
equipment for IT. It does not include plant fund transfers for
emergency capital purchases.
d) The FY 2017 budgeted transfers include one-time funds
to support university-wide eLearning tools and resources in
the Canopy eLearning ecosystem.
e) Carry forward of one-time funds provided in FY 2016 to
support the first phase of the Electronic and Information
Technology Accessibility (EIT) Project ($1.0 million) will be
spent in FY 2017. Other one-time FY 2016 funds provided
covered initial hardware and software purchases and renew-
als. These one-time funds account for the projected net de-
crease in overall fund balances in FY 2017 ($1.035 million).
INITIATIVES
Capital Investment Plan for Information Technology -
UCIT outlined the capital investments necessary to sustain
the university’s information technology infrastructure and
systems for the next five years (FY 2016- FY 2020). The
plan details core aging infrastructure requiring replacement
each year and includes costs and depreciation amounts.
Electronic and Information Technology (EIT) Accessibility
Project - As part of a proactive compliance review, the U.S.
Department of Education, Office of Civil Rights (OCR), as-
sessed the accessibility of the websites and learning man-
agement systems (LMS) operated by the university. The
office determined that the sites were not in compliance with
two federal laws enforced by the Department of Education—
Section 504 of the Rehabilitation Act and Title II of the
Americans with Disabilities Act. The university will soon
begin the Electronic and Information Technology (EIT) Ac-
cessibility Project with support from university leadership.
Phase 1 of the EIT Project will focus on auditing the web
and LMS environments as well as purchasing and procure-
ment.
Network Core & Distribution Refresh - Today, there are
more than 55,000 unique wireless devices connected to
university’s nearly 4,300 access point wireless network. The
university’s wireless network serves as the backbone to
tools that support the business, academic and research
priorities of the university. In FY 2016, UCIT began Phase 1
of the Network Core & Distribution Refresh Project to re-
place the nearly 15-year old network infrastructure and dis-
tribution core. The project will continue into FY 2017.
Shared IT Services Partnership Agreement with State of
Ohio Computer Center (SOCC) - This state of Ohio part-
nership continues to expand its footprint as the university’s
business continuity site. Real-time data replication at the
SOCC is now live for UCFlex, Catalyst, faculty/staff email,
data storage and data backups.
Code Green Data Loss Prevention Tool - Data loss pre-
vention is a major component of the university’s Board-
supported Data Compliance and Information Security plan.
Phase 1 of the Code Green enables the secure use of re-
stricted data in the university’s cloud storage solution Box at
UC. This tool provides particular benefit to research that
involves Health Insurance Portability and Accountability Act
(HIPAA) data.
Instructional designers - Composed of instructional de-
signers, the newly created Center for Excellence in eLearn-
ing (CEeL) Design team specializes in the pedagogical as-
pects of technology and partners with both individual faculty
members and the campus instructional design community.
In FY 2016, the Design Team partnered with 40 faculty
members to support at least three new online programs /
certifications and designed approximately 50 courses. Over-
all, the Design Team’s work impacted approximately 4,800
student enrollments. In addition to for-credit courses, the
CEeL Design team has worked with other areas of the uni-
versity to help meet federal compliance requirements. Two
training module projects, student HIPPA and Title IX Phase
1 training, are near completion.
Identity management (IDM) - To ensure the university suc-
cessfully meets future compliance and cloud-computing
UCIT
FY 2016-2017 University Current Funds Budget Plan
39
requirements, university leadership established a working
group to replace the university’s current identity manage-
ment solution. IDM supports university data and access
governance to ensure appropriate data access for the ap-
propriate reasons. IDM architecture accommodates the nu-
ances in roles of individuals within the university, especially
when new system implementations require robust integra-
tions. Ultimately, IDM enables the right data interactions at
the right time for desired digital business outcomes.
PHYSICAL PLANT CONSTRAINTS AND REQUIRE-
MENTS
Data Center and IT infrastructure - Just as maintaining a
healthy infrastructure of water delivery and roads is essen-
tial to the functioning of cities and towns, maintaining a
healthy infrastructure of information technology is essential
to the functioning of universities. Deterioration in IT infra-
structure can lead to deterioration in research, teaching, and
administration. 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
is exploring the site, space, security, hardware and location
requirements for a co-located data center for build or buy. In
addition, the university is investigating solutions for the next
generation of telephone services, wireless data and cellular
access.
SUCCESSES AND CHALLENGES
State-contracted AV vendor relationship - UCIT transitioned
to a state-contracted vendor to purchase audio-video (AV)
equipment for centrally scheduled classrooms and other
departments. Resulting efficiencies for the university include
streamlined processes, cost-savings and standardized AV/
IT equipment and systems.
Cyber security and big data threat analysis platform, pow-
ered by Splunk – UCIT expanded the implementation for log
aggregation and incident identification, which significantly
reduced the number of hours required for incident investiga-
tions. Log centralization and other features also speed up
the time-to-resolution during major IT system incidents.
NSF Award Funds Campus Cyberinfrastructure Engineer
and Educator - The National Science Foundation (NSF)
awarded a $399,986 Campus Cyberinfrastructure Engineer
and Educator (C12E) FTE grant to a partnership of faculty
researchers and UCIT staff. This program will facilitate col-
laboration across the university’s NSF-backed UCScien-
ceNet, a dedicated, high-speed research network allowing
researchers in five STEM-focused areas to transfer large
data sets faster than ever with colleagues around the world.
Wireless, data and cellular coverage 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 55,000
unique wireless users connected to the nearly 4,300 access
point network. This evidence plainly demonstrates the in-
credible demand for the university to provide widespread,
secure and compliant wireless data and cellular coverage to
all students, faculty and staff.
Software and IT service contracts – Vendor relationships
play an increasingly more critical role in IT as an industry.
Current and emerging IT marketplace trends demand vigi-
lant contract oversight and negotiations to ensure the uni-
versity’s investments in IT deliver efficient, user-focused
solutions that serve and sustain the IT needs of students,
faculty and staff.
LONG-TERM OUTLOOK AND GOALS
In partnership with university leadership, faculty, staff and
students UCIT will continue to work toward:
Cross-functional partnerships that promote faculty and
student success focused on eLearning and federal ac-
cessibility compliance priorities (university web content
management and learning management systems).
A diverse and inclusive UCIT culture that supports the
university’s diversity objectives and priorities.
A vision and action plan to meet pressing safety and
communication needs regarding cellular coverage.
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 55,000 unique wireless users
connected to the nearly 4,300 access point network.
FY 2016-2017 University Current Funds Budget Plan
40
CONSOLIDATED UTILITIES
Consolidated Utilities manages all aspects of purchasing, producing, and distributing utilities for all University of Cincinnati
uptown and satellite locations. The Central Utility Plant produces steam (for heating), chilled water (for cooling) and electricity
for uptown campus needs. The rates for steam, chilled water and electricity are fully absorbed, thus comprising all of the costs
to produce a particular utility. The department aims to utilize equipment in the most efficient manner possible, while pushing
towards UC’s goal of reducing the carbon footprint. To help comply with this goal, newer technologies have been installed
that comply with new EPA regulations, and eliminate the need to burn coal. Even though producing utilities internally helps
reduce the carbon footprint, not all electricity can be met with internal generation, therefore UC must purchase from outside
vendors to meet all electrical needs. For this purchased electricity, Utilities buys directly from the Electric Power Grid (PJM)
which results in lower costs than purchasing directly from an electrical company .
HIGHLIGHTS
The FY 2017 budget includes the following assumptions:
a) Over the most recent five years (FY 2013 – FY 2017),
total expenditures and transfers have decreased by 4.5%.
These decreases have resulted in steady utility costs for
the general funds of the university. Utilities anticipates actu-
al FY 2016 expenditures and transfers to be less than FY
2016 budget by 4% as well. Part of these savings are from
weather conditions, but Utilities continues to coordinate
energy reduction projects for the university, thereby lower-
ing costs and usage. Further, the department has taken
advantage of lower natural gas prices by locking rates at
bottom prices. Finally, the department negotiated contracts
for electric rates that have kept price increases at a mini-
mum for purchased electrical needs.
b) For FY 2017, both total resources and total expenditures
are expected to decrease. Utilities continues to negotiate
contracts for electricity and natural gas to help hedge
needs and lock in lower prices in an effort to reduce the
costs paid for commodities. Savings associated with these
hedging actions are being used to cover the costs of aging
utility infrastructure for the university and utility plants, as
seen in the increase in transfers to plant funds. Rates for
utilities charged to customers are expected to remain un-
changed for FY 2017 but as consumption in buildings con-
tinues to decrease from year to year, resources are ex-
pected to decline.
c) Due to the retirement of callable debt using existing capi-
tal during FY 2016, the debt service budget is decreasing
46.5%. However, combining the Other Non-Mandatory
Transfers with the Debt Service payments represent the
true decrease in debt service realized by Utilities – a 13.7%
decrease. The Other Non-Mandatory Transfer figure repre-
sents funding that will repay UC’s capital that was used to
retire the debt.
LONG-TERM OUTLOOK AND GOALS
The future looks bright, but challenges remain. Though UC
has many new buildings, the infrastructure delivering utili-
ties is outdated. This infrastructure includes some equip-
ment in the power plants, electric lines to buildings, and the
utility equipment within the buildings. Utilities is responsi-
ble for maintaining this equipment. As this infrastructure
deteriorates a little more each year, some equipment has
exhausted its useful life. Due to the magnitude and widely
varying cost of replacement, funding of these projects is a
university-wide challenge. As this equipment continues to
fail, the cost of replacement will have an effect on future
rates. By funding these infrastructure needs with current
Addressing the capital investments necessary to sus-
tain the university’s information technology infrastruc-
ture and systems.
Aligning and integrating the central IT organizational
functions that support the university’s core business,
academic and research priorities.
Fueling innovation through outreach and engagement
with the academic and research focus areas of the uni-
versity of community.
FY 2016-2017 University Current Funds Budget Plan
41
surpluses, Utilities can avoid substantial rate increases to
customers in the future. While natural gas prices remain
low, the department will capitalize on these desirable rates
for future budgets. With the electric contract, Utilities will be
able to maximize on the right opportunities to purchase or
produce utility needs of the university. Utilities will continue
to strive to keep budgets constant over the foreseeable
future by being diligent with technological and economic
changes occurring in the operating environment. Though
future weather is unpredictable, Utilities tries to maintain
the costs and rates it can control while at the same time
looking for ways to reduce the carbon footprint and energy
needs of the university.
The Central Utility Plant produces steam (for heating), chilled water (for cooling) and electricity for uptown campus needs.
FY 2016-2017 University Current Funds Budget Plan
42
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Gross Tuition, Fees, and Other Student Charges* 32,516$ 34,510$ 1,994$ 6.1%
Govt and Private Grants and Contracts 15,073 15,404 331 2.2%
Private Gifts 569 570 1 0.2%
Endowment Income 1,300 2,769 1,469 113.0%
Sales and Service 64,035 60,143 (3,891) -6.1%
Other Sources 12,930 11,755 (1,176) -9.1%
Total Resources 126,423$ 125,151$ (1,271)$ -1.0%
EXPENDITURES
Educational and General
Instructional and General 5,732$ 14,945$ 9,213$ 160.7%
Separately Budgeted Research 18,643 14,312 (4,331) -23.2%
Public Services 54,436 50,508 (3,928) -7.2%
Academic Support 16,390 16,619 229 1.4%
Student Services 22,390 18,890 (3,500) -15.6%
Institutional Support 29,407 32,314 2,907 9.9%
Operation and Maintenance of Plant (3,755) (8,058) (4,303) -114.6%
Scholarships and Fellowships 1,486 1,111 (375) -25.2%
Total Educational and General 144,729$ 140,641$ (4,087)$ -2.8%
Auxiliary Enterprises
Mandatory Transfers
Debt Service 30,750$ 24,876$ (5,874)$ -19.1%
Nonmandatory Transfers
Subsidies to Non-Instructional Units 4,875 300 (4,575) -93.8%
Undesignated General Funds (56,697) (54,525) 2,173 -3.8%
Other 3,699 9,425 5,726 154.8%
Claims On Operations (7,500) (8,000) (500) 6.7%
Total Net Transfers (24,873)$ (27,923)$ (3,051)$ 12.3%
Total Expenditures and Transfers 119,856$ 112,718$ (7,138)$ -6.0%
Net Increase (Decrease) In Fund Balance 6,567$ 12,433$
Note: This report excludes designated funds owned by Intercollegiate Athletics
DESIGNATED GENERAL FUNDS
INCLUDING HOXWORTH BLOOD CENTER
(IN THOUSANDS)
*Gross Tuition, Fees, and Other Student Charges includes ITIE, Student Health Insurance, Study Abroad, Distance
Learning, and other miscellaneous student fees.
FY 2016-2017 University Current Funds Budget Plan
43
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Recovery - General Fund -$ 52$ 52$
Recovery - Other 17,181 18,393 1,212 7.1%
Total Resources 17,181$ 18,445$ 1,264$ 7.4%
EXPENDITURES
Compensation 16,816$ 17,247$ 432$ 2.6%
Other 10,871 15,034 4,163 38.3%
Total Educational and General 27,687$ 32,281$ 4,594$ 16.6%
Mandatory Transfers
Debt Service -$ -$ -$
Nonmandatory Transfers
Plant Funds 2,531 2,189 (342) -13.5%
Undesignated (11,770) (11,699) 71 -0.6%
Other (2,100) (3,291) (1,191) 56.7%
Total Net Transfers (11,340)$ (12,801)$ (1,462)$ 12.9%
Total Expenditures and Transfers 16,347$ 19,480$ 3,131$ 19.2%
Net Increase (Decrease) In Fund Balance 835$ (1,035)$
DESIGNATED GENERAL FUNDS
UCIT
(IN THOUSANDS)
This budget reflects resources and expenditures for the IT Service Center as well as core IT
operations. A University Service Center is an entity which provides a service or product on a
continuing basis to the University Community (sometimes including the public) and charges the user a
predetermined rate which is calculated to recover the total cost of operation over a specified period of
time.
FY 2016-2017 University Current Funds Budget Plan
44
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
Recovery - Steam 21,742$ 21,411$ (331)$ -1.5%
Recovery - Chilled Water 15,431 15,004 (427) -2.8%
Recovery - Electric 23,122 22,837 (285) -1.2%
Recovery - Water and Sewage 3,122 3,135 13 0.4%
Recovery - Other 4,513 4,136 (377) -8.3%
Total Resources 67,929$ 66,522$ (1,407)$ -2.1%
EXPENDITURES
Compensation 5,573$ 5,727$ 154$ 2.8%
All Other 45,222 43,158 (2,064) -4.6%
Total Expenditures 50,795$ 48,885$ (1,911)$ -3.8%
Mandatory Transfers
Debt Service 11,722$ 6,268$ (5,453)$ -46.5%
Non-Mandatory Transfers
Plant Fund 5,291 7,122 1,831 34.6%
Undesignated Central - - -
Designated - - -
Other - 3,837 3,837
Total Net Transfers 17,012$ 17,227$ 215$ 1.3%
Total Expenditures and Transfers 67,808$ 66,112$ (1,696)$ -2.5%
Net Increase (Decrease) in Fund Balance 122$ 410$
DESIGNATED GENERAL FUNDS
CONSOLIDATED UTILITIES
(IN THOUSANDS)
This budget reflects resources and expenditures for a University Service Center. A University Service Center
is an entity which provides a service or product on a continuing basis to the University Community (sometimes
including the public) and charges the user a predetermined rate which is calculated to recover the total cost of
operation over a specified period of time.
FY 2016-2017 University Current Funds Budget Plan
45
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 gift funds, the earnings on endowments,
and both private and governmental grants and contracts. Restricted funds are under the local control of colleges and vice
presidential areas within the external restrictions 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 Operating Cash Policy and
are an important addition to the university budget, in terms of their leveraging effects to the undesignated general fund.
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.
HIGHLIGHTS
The FY 2017 budget includes the following assumptions:
a) State appropriations primarily consist of 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. Appropriations for this purpose
have been budgeted nearly flat compared to FY 2016.
b) 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, therefore grants and contracts
have been budgeted at FY 2016 projected award levels.
Private gifts are projected to increase significantly as this
category consists primarily of Private Practice Contributions
(PPC) from UC’s affiliated health system. The College of
Medicine plans to continue to hire research faculty, which
will be supported by additional contributions from the health
system. Additionally, a new arrangement with the health
system adds approximately $10M to UC’s payroll in order to
partially pay provider salaries and benefits, which is fully
reimbursed by PPC. These expenditures reflect efforts of
providers engaged in clinical rotations for medical students,
and are represented in the budgeted increase in Public
Service expenditures.
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 does not tend 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: a) educating and training of future
scientists, teachers, and clinicians; b) generating
knowledge that has positive
outcomes for stakeholders
inside and outside of the
institution; c) improving
healthcare; and d) 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.
Research
success is one of
the primary
drivers of the
university’s
prestige
and reputation,
ultimately
improving its
ability to
accomplish its
mission.
FY 2016-2017 University Current Funds Budget Plan
46
Three overreaching goals frame UC’s research mission:
1. Catalyze, Support and Invest
Catalyze: initiatives that strategically grow
and enhance our research portfolio
Support: initiatives that provide tools for
success
Invest: recruit and retain the best and
brightest at UC
2. Create a team/research leadership and
development program for selected faculty.
3. Create an Office of Proposal Development that
manages proposal development programs, internal
funding and large proposal submissions.
MAJOR RESEARCH SUCCESSES FOR FY 2016
Many new research projects have been added to the
university’s portfolio for FY 2016 resulting in an increase in
research expenditures and an increase in Facilities and
Administrative revenue. Proposal applications have
increased which shows promise for FY 2017.
Investments in areas of excellence such as analytics and
water have been made this fiscal year and will continue in
FY 2017. The Office of Research sponsored a sensors
retreat this year to energize and catalyze faculty experts
across the institution. As a result, this sensor community
now forges new, interdisciplinary interactions within the UC
community, industry, and governmental partners.
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
2016 has been very successful.
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.
RESEARCHSUPPORT
Fixed Budget AmountApproved Annually
REMAINING FUNDS
After Distribution toResearch Support
Facilities & Administrative Cost Distribution
General Funds
67.7%
Research Cost Share
.4%
Deans
31.9%
REMAINING FUNDS DISTRIBUTION
FY 2016-2017 University Current Funds Budget Plan
47
ENDOWMENT
The endowment provides a permanent base of support to current operations of the university. The university ’s Investment
Office is responsible for investment management of the endowment. With oversight by the Investment Committee of the
Board of Trustees, the Investment Office balances expected investment returns and risks to create a diversified portfolio using
external investment managers. The primary objective is to sustain spending by earning returns that maintain the real,
inflation-adjusted value of the endowment after spending and fees.
As of March 31, 2016, the market value of the endowment
was $1.152B, down 4.08% since June 30, 2015.
Endowment Fund “A”, the internally-managed endowment
capital pool, has a value of $849.3M. Excluding $69M in
neighborhood development corporations loans and local
real estate, it consists of approximately 32% developed
markets public equities, 13.4% developed markets public
fixed income, 9.5% emerging markets public equities,
18.1% absolute return funds, 2.2% public real assets and
16.4% other investments, including private equity and real
estate. Based on market values at the end of FY 2015, the
UC endowment is the 74th largest of 828 endowments of
U.S. and Canadian public and private institutions of higher
education.1
PERFORMANCE
The Investment Portfolio generated +5.5% annualized
gains for the five-year period ended March 31, 2016. 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, and
continued central bank stimulus. More recently, a sharp
decline in commodity prices, the “tapering” of stimulus
measures and a hike in interest rates have resulted in
increased volatility. Time
periods that include
significant changes such as
these typically see mixed
performance as markets
digest new information and
investors seek to understand
long term implications. In this
environment the Investment
Portfolio has performed
reasonably well and is
positioned to take advantage
of the opportunities created
by these changes.
1Source: the NACUBO-Commonfund Study of Endowments 2015; the 2015 NCSE Endowment Market Values Study
The Investment
Portfolio
generated +5.5%
annualized gains
for the five-year
period ended
March 31, 2016.
FACILITIES & ADMINISTRATIVE RATES (Cont’d)
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 is the base year for the current university F&A cost proposal, submitted in November, 2015. A new compre-
hensive space study was performed in FY 2015 for use in the F&A proposal. New rates for FY 2017 through FY 2020 are cur-
rently in negotiation.
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.
FY 2016-2017 University Current Funds Budget Plan
48
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.
The long term target asset allocation remained unchanged
this year.
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 main-
tains full weightings to U.S., European, and Japanese
equities. 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
absolute return managers offers downside protection
after several years of strong equity performance. In
addition these managers are well suited to take ad-
vantage of opportunities from dislocations in the ener-
gy 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 ii) exclude both
Neighborhood Development Corporation Loans and local
real estate-related assets from the spending policy calcula-
tion for all historical periods starting with the calculation for
FY 2015. Reducing the spending policy, 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 ongoing intergenerational equity.
University of Cincinnati As of March 31, 2016
QTD FYTD 1Y 3Y
Annualized 5Y
Annualized 10Y
Annualized 25Y
Annualized
Fund A 0.9% -3.2% -3.1% 3.7% 5.0% 4.0% 7.9%
Strategic Investments1 0.1% -0.4% -2.4% -0.8% -0.3% -2.2% -
Investment Portfolio (Fund A ex-Strategics)
1.0% -3.5% -3.1% 4.2% 5.5% 4.8% 8.1%
Primary Objective Benchmark2 1.3% 4.5% 6.7% 7.1% 7.4% 7.5% 7.7%
Broad Policy Benchmark3 1.0% -2.4% -2.6% 4.9% 5.3% 4.7% 7.8%
Target Weighted Benchmark4 0.9% -3.4% -2.8% 4.5% 5.5% 5.2% 8.5%
1Strategic Investments: NDCLs until June 2012, NDCLs and Direct Local Real Estate thereafter 2Primary Objective: University Spending Policy + UCF Fundraising Fee + Inflation (CPI) + UC Investment Office expenses 3Broad Policy Benchmark: 75% MSCI All Country World Index + 25% Barclays Aggregate Bond Index 4Target Weighted Benchmark: 13.5% Barclays U.S. Aggregate Bond Index, 4.0% HFRI ED: Distressed/Restructuring Index, 6.0% HFRI Event Driven, 4.0% HFRI RV: Multi-Strategy Index, 6.0% HFRI RV: Fixed Income-Corporate Index, 20.0% Russell 3000 Index, 12.0% MSCI EAFE Index, 9.0% MSCI Emerging Markets Index, 1.0% Barclays U.S. TIPS Index, 1.0% Bloomberg Commodity Index, 1.0% FTSE NAREIT All Equity Index, 1.0% MSCI World Energy Index, 14.5% Preqin All Private Equity Index, 4.0% Thomson One Private Natural Resource Index, 3.0% NCREIF Property Index
FY 2016-2017 University Current Funds Budget Plan
49
FY 2016
Budget
FY 2017
Budget Variance
Percent
Change
RESOURCES
State Appropriations 8,808$ 8,784$ (24)$ -0.3%
Govt. and Private Grants and Contracts 181,286 186,625 5,339 2.9%
Private Gifts 48,997 91,571 42,573 86.9%
Endowment Income 53,296 50,146 (3,149) -5.9%
Temporary Investments - - -
Other 1,216 754 (462) -38.0%
Total Resources 293,603$ 337,880$ 44,277$ 15.1%
EXPENDITURES & TRANSFERS
Educational and General
Instruction and Department Research 49,575$ 53,256$ 3,682$ 7.4%
Separately Budgeted Research 145,653 151,452 5,799 4.0%
Public Service 6,922 17,675 10,753 155.4%
Academic Support 12,913 9,766 (3,147) -24.4%
Student Services 3,242 3,278 35 1.1%
Institutional Support 507 477 (30) -6.0%
Operation & Maintenance of Plant 50 159 109 215.9%
Scholarship and Fellowship 60,241 59,856 (385) -0.6%
Total Expenditures 279,103$ 295,919$ 16,816$ 6.0%
Mandatory Transfers
Debt Service 508$ -$ (508)$
Nonmandatory Transfers
Other 14,353 13,568 (785) -5.5%
Total Net Transfers 14,861$ 13,568$ (1,293)$ -8.7%
Total Expenditures & Transfers 293,964$ 309,487$ 15,523$ 5.3%
Net Increase (Decrease) in Fund Balance (362)$ 28,393$
Note: This report excludes restricted funds owned by Intercollegiate Athletics
RESTRICTED FUNDS
(IN THOUSANDS)
FY 2016-2017 University Current Funds Budget Plan
50
APPENDIX 1
Student Fees and Historical Data General
Fee4
Campus
Life/DL
Fee5
ITIE
Fee
Instructional
Fee
In-State
Total
Non-
Resident
Surcharge
Non-
Resident
Total
Uptown Campus:
Undergraduate 398$ 257$ 184$ 4,661$ 5,500$ 7,667$ 13,167$
Graduate 398 257 184 6,395 7,234 5,871 13,105
Law (JD) 398 257 184 11,166 12,005 2,500 14,505
Medicine (Graduate) 398 257 - 6,395 7,050 5,871 12,921
Medicine (MD) 398 257 - 14,185 14,840 9,132 23,972
Pharmacy (PharmD) 398 257 184 8,306 9,145 6,464 15,609
Distance Learning:
Undergraduate 398 257 184 4,661 5,500 180 5,680
Graduate 398 257 184 6,395 7,234 150 7,384
Medicine (Graduate) 398 257 - 6,395 7,050 150 7,200
Metropolitan Rate:
Undergraduate 398 257 184 4,661 5,500 300 5,800
Graduate 398 257 184 6,395 7,234 250 7,484
Law (JD) 398 257 184 11,166 12,005 300 12,305
Medicine (Graduate) 398 257 - 6,395 7,050 300 7,350
Medicine (MD) 398 257 - 14,185 14,840 300 15,140
Pharmacy (PharmD) 398 257 184 8,306 9,145 2,415 11,560
UC Clermont College: 6
Undergraduate 233 - 135 2,290 2,658 3,616 6,274
Distance Learning 233 257 135 2,290 2,915 180 3,095
Metropolitan Rate 233 - 135 2,290 2,658 300 2,958
UC Blue Ash College: 6
Undergraduate 233 - 135 2,637 3,005 4,399 7,404
Distance Learning 233 257 135 2,637 3,262 180 3,442
Metropolitan Rate 233 - 135 2,637 3,005 300 3,305
FULL-TIME STUDENT TUITION AND FEES PER SEMESTER 1, 2, 3
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Uptown Campus:
Undergraduate 398$ 257$ 184$ 4,661$ 5,500$ 7,667$ 13,167$
Graduate 398 257 184 6,395 7,234 5,871 13,105
Law (JD) 398 257 184 11,166 12,005 2,500 14,505
Medicine (Graduate) 398 257 - 6,395 7,050 5,871 12,921
Medicine (MD) 398 257 - 14,185 14,840 9,132 23,972
Pharmacy (PharmD) 398 257 184 8,306 9,145 6,464 15,609
Distance Learning:
Undergraduate 398 257 184 4,661 5,500 180 5,680
Graduate 398 257 184 6,395 7,234 150 7,384
Medicine (Graduate) 398 257 - 6,395 7,050 150 7,200
Metropolitan Rate:
Undergraduate 398 257 184 4,661 5,500 300 5,800
Graduate 398 257 184 6,395 7,234 250 7,484
Law (JD) 398 257 184 11,166 12,005 300 12,305
Medicine (Graduate) 398 257 - 6,395 7,050 300 7,350
Medicine (MD) 398 257 - 14,185 14,840 300 15,140
Pharmacy (PharmD) 398 257 184 8,306 9,145 2,415 11,560
UC Clermont College: 6
Undergraduate 233 - 135 2,290 2,658 3,616 6,274
Distance Learning 233 257 135 2,290 2,915 180 3,095
Metropolitan Rate 233 - 135 2,290 2,658 300 2,958
UC Blue Ash College: 6
Undergraduate 233 - 135 2,637 3,005 4,399 7,404
Distance Learning 233 257 135 2,637 3,262 180 3,442
Metropolitan Rate 233 - 135 2,637 3,005 300 3,305
1 For fee and student category definitions see Appendix 2. 5
Distance Learning students pay the DL Fee in place of the Campus Life Fee.
2 Program fees and/or course-specific fees may apply.
6 Campus differential tuition may apply.
3 Rates may differ based on major - see Special Fee Programs table.
4 General Fee for regional campuses include a parking fee of $48 per semester (Clermont) and $70 per semester (Blue Ash).
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FY 2016-2017 University Current Funds Budget Plan
51
General
Fee4
Campus
Life/DL
Fee5
ITIE
Fee
Instructional
Fee
In-State
Total
Non-
Resident
Surcharge
Non-
Resident
Total
Uptown Campus:
Undergraduate 33.00$ 22.00$ 15.00$ 389.00$ 459.00$ 639.00$ 1,098.00$
Graduate 39.80 26.20 18.00 640.00 724.00 587.00 1,311.00
Law (JD) 33.00 22.00 15.00 931.00 1,001.00 208.00 1,209.00
Medicine (Graduate) 39.80 26.20 - 640.00 706.00 587.00 1,293.00
Medicine (MD) 33.00 22.00 - 1,182.00 1,237.00 761.00 1,998.00
Pharmacy (PharmD) 39.80 26.20 18.00 831.00 915.00 646.00 1,561.00
Distance Learning:
Undergraduate 33.00 22.00 15.00 389.00 459.00 15.00 474.00
Graduate 39.80 26.20 18.00 640.00 724.00 15.00 739.00
Medicine (Graduate) 39.80 26.20 - 640.00 706.00 15.00 721.00
Metropolitan Rate:
Undergraduate 33.00 22.00 15.00 389.00 459.00 25.00 484.00
Graduate 39.80 26.20 18.00 640.00 724.00 30.00 754.00
Law (JD) 33.00 22.00 15.00 931.00 1,001.00 25.00 1,026.00
Medicine (Graduate) 39.80 26.20 - 640.00 706.00 30.00 736.00
Medicine (MD) 33.00 22.00 - 1,182.00 1,237.00 25.00 1,262.00
Pharmacy (PharmD) 39.80 26.20 18.00 831.00 915.00 242.00 1,157.00
UC Clermont College: 6
Undergraduate 19.00 - 11.00 192.00 222.00 301.00 523.00
Distance Learning 19.00 22.00 11.00 192.00 244.00 15.00 259.00
Metropolitan Rate 19.00 - 11.00 192.00 222.00 25.00 247.00
UC Blue Ash College: 6
Undergraduate 19.00 - 11.00 221.00 251.00 366.00 617.00
Distance Learning 19.00 22.00 11.00 221.00 273.00 15.00 288.00
Metropolitan Rate 19.00 - 11.00 221.00 251.00 25.00 276.00
Uptown Campus:
Undergraduate 33.00$ 22.00$ 15.00$ 389.00$ 459.00$ 639.00$ 1,098.00$
Graduate 39.80 26.20 18.00 640.00 724.00 587.00 1,311.00
Law (JD) 33.00 22.00 15.00 931.00 1,001.00 208.00 1,209.00
Medicine (Graduate) 39.80 26.20 - 640.00 706.00 587.00 1,293.00
Medicine (MD) 33.00 22.00 - 1,182.00 1,237.00 761.00 1,998.00
Pharmacy (PharmD) 39.80 26.20 18.00 831.00 915.00 646.00 1,561.00
Distance Learning:
Undergraduate 33.00 22.00 15.00 389.00 459.00 15.00 474.00
Graduate 39.80 26.20 18.00 640.00 724.00 15.00 739.00
Medicine (Graduate) 39.80 26.20 - 640.00 706.00 15.00 721.00
Metropolitan Rate:
Undergraduate 33.00 22.00 15.00 389.00 459.00 25.00 484.00
Graduate 39.80 26.20 18.00 640.00 724.00 30.00 754.00
Law (JD) 33.00 22.00 15.00 931.00 1,001.00 25.00 1,026.00
Medicine (Graduate) 39.80 26.20 - 640.00 706.00 30.00 736.00
Medicine (MD) 33.00 22.00 - 1,182.00 1,237.00 25.00 1,262.00
Pharmacy (PharmD) 39.80 26.20 18.00 831.00 915.00 242.00 1,157.00
UC Clermont College: 6
Undergraduate 19.00 - 11.00 192.00 222.00 301.00 523.00
Distance Learning 19.00 22.00 11.00 192.00 244.00 15.00 259.00
Metropolitan Rate 19.00 - 11.00 192.00 222.00 25.00 247.00
UC Blue Ash College: 6
Undergraduate 19.00 - 11.00 221.00 251.00 366.00 617.00
Distance Learning 19.00 22.00 11.00 221.00 273.00 15.00 288.00
Metropolitan Rate 19.00 - 11.00 221.00 251.00 25.00 276.00
1 For fee and student category definitions see Appendix 2. 5
Distance Learning students pay the DL Fee in place of the Campus Life Fee.
2 Program fees and/or course-specific fees may apply.
6 Campus differential tuition may apply.
3 Rates may differ based on major - see Special Fee Programs table.
4 General Fee for regional campuses include a parking fee of $4.00 per semester (Clermont) and $5.83 per semester (Blue Ash).
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PART-TIME STUDENT TUITION AND FEES PER SEMESTER 1, 2, 3
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FY 2016-2017 University Current Funds Budget Plan
52
General
Fee4
Campus
Life/DL
Fee5
ITIE
Fee
Instructional
Fee
In-State
Total
Non-
Resident
Surcharge
Non-
Resident
Total
Dollar
Change
Percent
Change
Uptown Campus:
Undergraduate 796$ 514$ 368$ 9,322$ 11,000$ 15,334$ 26,334$ 0.00$ 0.0%
Graduate 796 514 368 12,790 14,468 11,742 26,210 0.00 0.0%
Law (JD) 796 514 368 22,332 24,010 5,000 29,010 0.00 0.0%
Medicine (Graduate) 796 514 - 12,790 14,100 11,742 25,842 0.00 0.0%
Medicine (MD) 796 514 - 28,370 29,680 18,264 47,944 0.00 0.0%
Pharmacy (PharmD) 796 514 368 16,612 18,290 12,928 31,218 0.00 0.0%
Distance Learning:
Undergraduate 796 514 368 9,322 11,000 360 11,360 0.00 0.0%
Graduate 796 514 368 12,790 14,468 300 14,768 0.00 0.0%
Medicine (Graduate) 796 514 - 12,790 14,100 300 14,400 0.00 0.0%
Metropolitan Rate:
Undergraduate 796 514 368 9,322 11,000 600 11,600 0.00 0.0%
Graduate 796 514 368 12,790 14,468 500 14,968 0.00 0.0%
Law (JD) 796 514 368 11,166 12,844 600 13,444 0.00 0.0%
Medicine (Graduate) 796 514 - 12,790 14,100 600 14,700 0.00 0.0%
Medicine (MD) 796 514 - 28,370 29,680 600 30,280 0.00 0.0%
Pharmacy (PharmD) 796 514 368 16,612 18,290 4,830 23,120 0.00 0.0%
UC Clermont College: 6
Undergraduate 466 - 270 4,580 5,316 7,232 12,548 0.00 0.0%
Distance Learning 466 514 270 4,580 5,830 360 6,190 0.00 0.0%
Metropolitan Rate 466 - 270 4,580 5,316 600 5,916 0.00 0.0%
UC Blue Ash College: 6
Undergraduate 466 - 270 5,274 6,010 8,798 14,808 0.00 0.0%
Distance Learning 466 514 270 5,274 6,524 360 6,884 0.00 0.0%
Metropolitan Rate 466 - 270 5,274 6,010 600 6,610 0.00 0.0%
Uptown Campus:
Undergraduate 796$ 514$ 368$ 9,322$ 11,000$ 15,334$ 26,334$
Graduate 796 514 368 12,790 14,468 11,742 26,210
Law (JD) 796 514 368 22,332 24,010 5,000 29,010
Medicine (Graduate) 796 514 - 12,790 14,100 11,742 25,842
Medicine (MD) 796 514 - 28,370 29,680 18,264 47,944
Pharmacy (PharmD) 796 514 368 16,612 18,290 12,928 31,218
Distance Learning:
Undergraduate 796 514 368 9,322 11,000 360 11,360
Graduate 796 514 368 12,790 14,468 300 14,768
Medicine (Graduate) 796 514 - 12,790 14,100 300 14,400
Metropolitan Rate:
Undergraduate 796 514 368 9,322 11,000 600 11,600
Graduate 796 514 368 12,790 14,468 500 14,968
Law (JD) 796 514 368 11,166 12,844 600 13,444
Medicine (Graduate) 796 514 - 12,790 14,100 600 14,700
Medicine (MD) 796 514 - 28,370 29,680 600 30,280
Pharmacy (PharmD) 796 514 368 16,612 18,290 4,830 23,120
UC Clermont College: 6
Undergraduate 466 - 270 4,580 5,316 7,232 12,548
Distance Learning 466 514 270 4,580 5,830 360 6,190
Metropolitan Rate 466 - 270 4,580 5,316 600 5,916
UC Blue Ash College: 6
Undergraduate 466 - 270 5,274 6,010 8,798 14,808
Distance Learning 466 514 270 5,274 6,524 360 6,884
Metropolitan Rate 466 - 270 5,274 6,010 600 6,610
1 For fee and student category definitions see Appendix 2. 5
Distance Learning students pay the DL Fee in place of the Campus Life Fee.
2 Program fees and/or course-specific fees may apply.
6 Campus differential tuition may apply.
3 Rates may differ based on major - see Special Fee Programs table.
4 General Fee for regional campuses include a parking fee of $96 per year (Clermont) and $140 per year (Blue Ash).
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FULL-TIME STUDENT ANNUALIZED TUITION AND FEES 1, 2, 3
Fall 2015 - Fall 2016
In-State Total
FY 2016-2017 University Current Funds Budget Plan
53
Full-Time
per Semester
Part-Time
per Credit Hour
Undergraduate Programs:
College Conservatory of Music 603$ 60$
College of Allied Health Sciences - DL Programs; ex-
cludes Social Work 75 7
College of Allied Health Sciences - excludes Social Work &
DL Programs 215 18
College of Arts & Sciences - STEM Programs ONLY 215 18
College of Business 500 42
College of Design, Architecture, Art and Planning 750 63
College of Design, Architecture, Art and Planning - BA in Art
History, BS in Horticulture, BS in Urban Studies &
Certificate Programs ONLY 400 34
College of Education, Criminal Justice & Human Services - Infor-
mation Technology Program ONLY 300 25
College of Engineering & Applied Science 504 42
College of Nursing - BSN Programs 338 29
UC Blue Ash - Art, Visual Communication & E-Media Communications 215 18
UC Blue Ash - Health Programs ONLY (DL Programs) 75 7
UC Blue Ash - Health Programs ONLY (excludes DL Programs) 215 18
UC Clermont - Allied Health programs ONLY 215 18
Graduate Programs:
College Conservatory of Music 603 60
College of Allied Health Sciences - DL Programs; excludes
Social Work 75 8
College of Allied Health Sciences - excludes Social Work &
DL Programs 215 22
College of Business - Taxation Programs 1,000 100
College of Design, Architecture, Art and Planning 750 75
College of Design, Architecture, Art and Planning - MA
& PhD Degrees, MS in Architecture, Grad Certificates
and Non-Matric 400 40
College of Engineering & Applied Science 504 51
College of Medicine - Genetic Counseling Program 500 100
College of Nursing - MSN 338 34 College of Nursing - MSN DL (except Nursing Education
Post-Baccalaureate Certificate) 1
563 563
Professional Programs:
College of Medicine - MD Program 2
175 175
Distance Learning Fee 257 26
1 Flat Rate per Semester
2 Flat Rate Fall Semester ONLY
PROGRAM FEES
EFFECTIVE FALL SEMESTER 2016
FY 2016-2017 University Current Funds Budget Plan
54
General
Fee3
Campus
Life/DL
Fee4
ITIE
Fee
Instructional
Fee
In-State
Total
Non-
Resident
Surcharge
Non-
Resident
Total
College of Business:
Premium Graduate Programs5
398$ 257$ 184$ 9,640$ 10,479$ 3,919$ 14,398$
Graduate Distance Learning:
Business Foundations Certificate 398 257 184 9,640 10,479 3,919 14,398
Health Care Administration Certificate 398 257 184 9,640 10,479 3,919 14,398
Health Care Finance Certificate 398 257 184 9,640 10,479 3,919 14,398
Health Care Operations Certificate 398 257 184 9,640 10,479 3,919 14,398
Health Care Policy & Registration Certificate 398 257 184 9,640 10,479 3,919 14,398
Marketing Graduate Certificate 398 257 184 9,640 10,479 150 10,629
Masters of Business Administration 398 257 184 9,640 10,479 3,919 14,398
Non-Matriculated 398 257 184 9,640 10,479 150 10,629
Taxation Programs 398 257 184 9,640 10,479 2,419 12,898
College of Design, Architecture, Art, and Planning:
Master's in Architecture 398 257 184 7,497 8,336 7,899 16,235
College of Law:
JD/MBA
3 years at Law Rates 398 257 184 11,166 12,005 2,500 14,505
1 year at MBA Rate 398 257 184 9,640 10,479 2,419 12,898
JD/MS
3 years at Law Rates 398 257 184 11,166 12,005 2,500 14,505
1 year at MS Rate 398 257 184 6,395 7,234 5,871 13,105
College of Medicine:
MS in Physiology 398 257 - 18,500 19,155 200 19,355
MS w/ Safety Pharmacology Emphasis 398 257 - 12,312 12,967 510 13,477
Clinical & Translational Research - DL 398 257 - 9,669 10,324 150 10,474
UC Clermont College:6
Bachelor of Technical & Applied Studies (BTAS) 233 - 135 3,468 3,836 4,998 8,834
UC Blue Ash College:6
Bachelor of Technical & Applied Studies (BTAS) 233 - 135 3,468 3,836 4,998 8,834
Distance Learning:
Radiation Science 398 257 184 4,661 5,500 180 5,680
College of Business:
Premium Graduate Programs5
39.80$ 26.20$ 18.00$ 806.00$ 890$ -$ 890$
Graduate Distance Learning:
Business Foundations Certificate 39.80 26.20 18.00 806.00 890 15.00 905
Health Care Administration Certificate 39.80 26.20 18.00 806.00 890 15.00 905
Health Care Finance Certificate 39.80 26.20 18.00 806.00 890 15.00 905
Health Care Operations Certificate 39.80 26.20 18.00 806.00 890 15.00 905
Health Care Policy & Registration Certificate 39.80 26.20 18.00 806.00 890 15.00 905
Marketing Graduate Certificate 39.80 26.20 18.00 806.00 890 15.00 905
Masters of Business Administration 39.80 26.20 18.00 806.00 890 15.00 905
Non-Matriculated 39.80 26.20 18.00 806.00 890 15.00 905
Taxation Programs 39.80 26.20 18.00 806.00 890 15.00 905
College of Design, Architecture, Art, and Planning:
Master's in Architecture 39.80 26.20 18.00 750.00 834 790.00 1,624
College of Medicine:
MS in Physiology 39.80 26.20 - 1,850.00 1,916 20.00 1,936
MS w/ Safety Pharmacology Emphasis 39.80 26.20 - 1,232.00 1,298 51.00 1,349
Clinical & Translational Research - DL 39.80 26.20 - 967.00 1,033 15.00 1,048
UC Clermont College:6
Bachelor of Technical & Applied Studies (BTAS) 19.00 - 11.00 289.00 319 417.00 736
UC Blue Ash College:6
Bachelor of Technical & Applied Studies (BTAS) 19.00 - 11.00 289.00 319 417.00 736
Distance Learning:
Radiation Science 33.00 22.00 15.00 389.00 459 15.00 474
1 For fee and student category definitions see Appendix 2.
2 Program fees and/or course-specific fees may apply.
3 General Fee for regional campuses include a parking fee of $48 per semester (Clermont) and $70 per semester (Blue Ash).
4 Distance Learning students pay the Distance Learning Fee in place of the Campus Life Fee.
5 All MA, MBA, MS, MAHR, Graduate Certificates, Non-Matriculated Programs and Post-Baccalaureate Certificates (excluding Economics Ed & Data Science)
6 Campus differential tuition may apply.
7 General Fee for regional campuses include a parking fee of $4.00 per semester (Clermont) and $5.83 per semester (Blue Ash).
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EFFECTIVE FALL SEMESTER 2016
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S
FY 2016-2017 University Current Funds Budget Plan
55
ROOM AND BOARD RATES
FISCAL YEAR 2016-17
2016-17
SEMESTER ANNUAL SEMESTER ANNUAL
I. SCHEDULE OF BASIC ROOM RATES
A. Calhoun, Daniels, Dabney, Siddall 3,215$ 6,430$ 3,279$ 6,558$
(Multiple Occupancy)
B. Stratford Heights1
3,698$ 7,396$ 3,772$ 7,544$
(Multiple Occupancy)
C. Calhoun, Daniels, Siddall 3,710$ 7,420$ 3,784$ 7,568$
(Designed Singles)
D. Stratford Heights1
4,002$ 8,004$ 4,082$ 8,164$
(Designed Singles)
E. Turner Hall, UPA1
3,920$ 7,840$ 3,998$ 7,996$
(Double Suites)
F. Turner, Schneider, UPA1
4,157$ 8,314$ 4,240$ 8,480$
(Single Suites)
G. Morgens 4,117$ 8,234$ 4,199$ 8,399$
(Apartment- Double Occupancy)
H. Morgens 4,365$ 8,730$ 4,452$ 8,905$
(Apartment- Single Occupancy)
II. SCHEDULE OF BASIC BOARD RATES
Unlimited Plan/Semester (Unlimited swipes)2
2,160$ 4,320$ 2,203$ 4,406$
186 Plus Plan/Semester (12 Plus Meals/Week Plan)3
2,143$ 4,286$ 2,185$ 4,370$
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 702$ 1,404$ 713$ 1,426$
48 Meals and 75 Bearcat dollars/Semester 483$ 966$ 491$ 982$
36 Meals and 45 Bearcat dollars/Semester 375$ 750$ 381$ 762$
1) The option of signing a twelve month lease is available to Turner, Schneider, Stratford Heights and
University Park Apartments residents only. This option adds $1,230 to the annual rate.
2) The option of Unlimited meal swipes also includes 15 guest swipes and 150 Bearcat dollars per semester.
3) The option of the 186 meal plan includes unrestricted guest swipes per semester.
5,358$ 10,716$ 5,464$ 10,928$
2015-16
Actual Actual
5,375$ 10,750$ 5,482$ 10,964$
5,870$ 11,740$ 5,987$ 11,974$
5,853$ 11,706$ 5,969$ 11,938$
FY 2016-2017 University Current Funds Budget Plan
56
FY 2015 FY 2016
(Fall 2014) (Fall 2015) Percent
Fees Fees Change
Miami University 14,013$ 14,013$ 0.0%
University of Cincinnati 11,000$ 11,000$ 0.0%
Ohio University 10,602$ 10,602$ 0.0%
Bowling Green State University 10,590$ 10,590$ 0.0%
Ohio State University 10,037$ 10,037$ 0.0%
Kent State University 10,012$ 10,012$ 0.0%
University of Akron 9,920$ 9,920$ 0.0%
Cleveland State University 9,636$ 9,636$ 0.0%
University of Toledo 9,242$ 9,242$ 0.0%
Wright State University 8,730$ 8,730$ 0.0%
Youngstown State University 8,087$ 8,087$ 0.0%
Shawnee State University 7,364$ 7,364$ 0.0%
Central State University 6,246$ 6,246$ 0.0%
Average 9,652$ 9,652$ 0.0%
University of Toledo 14,354$ 14,494$ 1.0%
University of Cincinnati 14,468$ 14,468$ 0.0%
Cleveland State University 13,866$ 13,878$ 0.1%
Miami University 13,308$ 13,308$ 0.0%
Wright State University 12,788$ 13,082$ 2.3%
Ohio State University 12,425$ 12,425$ 0.0%
Bowling Green State University 11,662$ 11,662$ 0.0%
Youngstown State University 10,572$ 11,280$ 6.7%
Kent State University 10,652$ 10,864$ 2.0%
Ohio University 9,444$ 9,444$ 0.0%
Shawnee State University 8,795$ 9,027$ 2.6%
University of Akron 8,967$ 8,983$ 0.2%
Central State University 6,246$ 6,246$ 0.0%
Average 11,350$ 11,474$ 1.1%
SUMMARY OF FULL-TIME RESIDENT STUDENT FEES
OHIO DEPARTMENT OF HIGHER EDUCATION PUBLIC INSTITUTIONS
UNDERGRADUATE FEES
GRADUATE FEES
Source: "FALL 2015 SURVEY OF STUDENT CHARGES - For Academic Year 2015-2016" by The Ohio
Department of Higher Education
FY 2016-2017 University Current Funds Budget Plan
57
State Share Dollar Percent Dollar Percent
of Instruction Change Change Fees Change Change
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 172,491$ 9,568$ 5.9% 483,766$ 22,347$ 4.8%
FY 2016 Actual 183,003$ 10,512$ 6.1% 492,767$ 9,001$ 1.9%
FY 2017 Budget 186,685$ 3,681$ 2.0% 492,767$ -$ 0.0%
Ten Year Average Increase 2.9% 6.2%
Five Year Average Increase 0.7% 5.7%
(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 $25.8 million in Federal Stimulus funding
(6) Federal Stimulus discontinued at the end of FY11
Center for
Under- Access and
Year graduate Transition** Graduate Law Pharmacy Medicine
2006-07 9,399$ 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$
2016-17 11,000$ -$ 14,468$ 24,010$ 18,290$ 29,680$
Ten Year Average Annual Increase 160$ N/A 281$ 598$ 663$ 372$
1.6% N/A 2.2% 2.9% 4.7% 1.4%
Five Year Average Annual Increase 116$ N/A 153$ 361$ 786$ (451)$
1.1% N/A 1.1% 1.6% 5.1% -1.4%
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
FY 2016-2017 University Current Funds Budget Plan
58
Graduate & Total Blue Ash Clermont Grand
Year Undergrad Professional Uptown College College Total
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
2014-15 18,928 6,556 25,484 3,688 2,759 31,931
Projected 2015-16 19,003 6,459 25,462 3,625 2,796 31,883
Source: Official counts reported to HEI
FTE fomula: Total annual credit hours divided by 30
Projected 2015-16 based on summer and fall 2015 plus spring 2015 (to project spring 2016 flat)
2010-11 2011-12 2012-13 2013-14 2014-15
Uptown Campus
Undergraduate Certificate 221 287 373 272 324
Post Bacc / Grad Certificate 91 65 135 316 411
Associate 116 152 93 73 34
Baccalaureate 4,277 4,701 4,811 5,022 5,417
Master's 2,080 2,413 2,652 2,872 2,924
Doctoral Research 220 242 230 265 213
Doctoral Professional 415 461 515 503 477
Blue Ash College
Undergraduate Certificate 41 42 29 11 11
Post Bacc / Grad Certificate 21 16 14 8 17
Associate 424 534 565 554 529
Baccalaureate 7 9 34 35 40
Clermont College
Undergraduate Certificate 81 68 55 69 42
Post Bacc / Grad Certificate 9 13 9 10 14
Associate 362 471 462 468 424
Baccalaureate 31 62 60
Source: Official figures reported to HEI
DEGREES AWARDED
FY 2011 to FY 2015
ALL-TERMS SUBSIDY ELIGIBLE REPORTING, FY 2011 to 2016
Uptown Campus
FULL TIME EQUIVALENT (FTE) ENROLLMENTS
FY 2016-2017 University Current Funds Budget Plan
59
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 Differential Tuition — This
required fee applies to any full-time
student who registers for 7 units/hours,
or more, outside of their primary
campus, academic program level and/or
career. This fee is the difference
between the full-time instructional fee
charged at the primary program level, or
campus, and the full-time instructional
fee for the campus or highest program
level. This includes the Non-Resident
Surcharge portion of the Instructional
Fee.
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.
Distance Learning Fee: This required
fee is used to support the infrastructure
(state authorization process, information
technology, etc.) needed to support the
Distance Learning Mission.
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.
General Fee - This required fee
provides funding for non-instructional
services and is assessed uniformly to all
enrolled students. These services are
directly related to students' academic
progression through the university. The
fee also enhances many programs
available to and used by all students
including many web-delivered services.
The distribution of these fees is
determined by the Student Advisory
Committee on the University Budget
(SACUB).
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.
Instructional Fee — This required fee
covers costs associated with instruction
and classroom time including classroom
supplies and materials.
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.
APPENDIX 2
Definitions Used Throughout
FY 2016-2017 University Current Funds Budget Plan
60
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.
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.
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.
PBB Report (PBB 100): document that shows each
college’s year-to-date performance as of the close of
business. 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.
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 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.
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,
FY 2016-2017 University Current Funds Budget Plan
61
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.
Metropolitan/Reciprocity Tuition:
Some non-Ohio residents may qualify
for these special tuition rates based
on program, county of residence, and
application approval.
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.
Program Fee: This fee is college
and/or program specific and the
purpose and use varies.
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 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.
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.
FY 2016-2017 University Current Funds Budget Plan
62
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
FY 2016-2017 University Current Funds Budget Plan
63
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 2016
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
APPENDIX 5
Budget-Building Process
The FY 2017 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