501 - Budget

Title: Budget
Owner: Chief Financial Officer
Last Update/Revised: 02/25/2021

Policy: The budget policy provides an overview and defines the overall approach to the annual institutional planning process. This process assist the university  in support to achieve its goals, initiatives and overall strategy. 

Budget Owners by Functional Area

Below is a list of the functional areas and the respective budget owners. 

Faculty (Full-Time) Provost and Deans
College Administration

Provost and Deans

President's Office

President

Accreditation and Regulatory Fees CFO, VP of Institutional Effectiveness and Regulatory Compliance (AGI)
Provost's Office Provost
Student Services/Academic Advising Provost, Director of Student Services
Registrar/Student Records Provost, Exec Director, Registrar Ops & Academic Compliance
Office of Field Experience Dean, Director, Office of Field Experience
Faculty (adjunct)

Provost, CFO

Admission/Enrollment President, Director of Enrollment
Marketing VP, Marketing (AGI)
Finance

CFO

Facilities and General Administration CFO
Financial Aid CFO, VP, Financial Student Services (AGI)
Student Accounts CFO, VP, Financial Student Services (AGI)

Roles and Responsibilities

Chief Financial Officer

  • Model enrollment scenarios to produce student populations by month, cohort, and program. Collaborate with budget owners of functional areas to account for costs driven by student counts. This will include staffing for ratio-driven functions (i.e., student advising, full-time faculty), as well as for non-labor costs (i.e., SIS costs and tutoring expenses).

  • CFO will pre-populate budget templates with existing employees for budget owners for their respective functional areas. Overall assumptions will be provided for payroll taxes and fringe benefits. 

  • CFO will provide historical expenses by vendor and month for budget owners to assist with establishing the non-labor expense baseline. 

  • CFO will work with AGI employees such as the AGI VP of Marketing or the VP of Financial Student Services to account for costs directly charged to the institution. 

  • CFO will also aggregate the budget submissions from all budget owners into a consolidated P&L format for review with the President and Provost. Incremental cossts (labor & non-labor) will be separated and prioritized based on institutional goals and overall profitability targets. 

  • Other analysis will be performed on an ad-hoc basis (i.e., cost-benefit analysis).

Budget Owners

  • Validate existing employees and timing of annual merit increases. Provide key assumptions for incremental positions (month of hire, estimate of annual compensation) as well as business justification (how this position will support institutional goals).

  • Provide assumptions for employee-drive-costs: this will include travel, conferences, training, professional memberships/licensing, and hardware. Submissions should include employee professional development with estimates on timing and expense type (i.e., could be training cost, conference fee, and/or related travel).

  • Provide assumptions and justifications for existing and incremental non-labor costs. Leverage student population data for student driven costs (i.e., external testing, supplies, other program driven expenses). This could be software, database subscriptions, or other vendors. New cost proposals should be aligned with annual institutional goals. Budget owners should work with the CFO to run any ad-hoc analysis, as needed.

  • Incorporate and update any recommended changes and adjustments based on feedback after internal consolidated reviews by the President, Provost, and CFO.

Purpose: To describe the overall structure and process of the annual budget process.

Scope: The scope of this policy applies to all department heads responsible for budgeting within their department. 

Document and Form(s):

  • Budget Templates

  • Historical Expenses Reports