Timing of Process
The call to develop a new budget model was shared with campus leadership in midspring 2018, about two months before a significant budget reduction as announced. The two activities, sometimes confused, are separate. A budget reduction lessens the amount of overall funds allocated across units, whereas the budget model changes how the allocation of those funds across units is determined. Importantly, a budget model does not cause an overall budget reduction and in fact, a well-designed budget model should prevent future budget reductions, or at least lessen their severity in extreme financial times.
Hundreds of hours of campus discussions, work sessions, research and collaboration with other institutions, model testing and review have been put into developing the new model for KU Lawrence. Interim Provost Carl Lejuez has led:
- 4 town halls/campus conversations on the new budget model
- Weekly meetings with leadership team, including deans
- Weekly meetings with the Budget Model Working Group.
- Regular meetings with University Governance senates, leadership, and executives
- More than 100 small group and individual meetings around campus
- Faculty/staff assemblies and chairs meetings
- Nine stakeholder advisory board meetings, both internal and external.
A look at the budget model development and implementation process includes a look at what has already transpired and a look toward what remains to be implemented. As KU implements portions of the Priority Centered Management model, it will be informed by an annual calendar characterized by major recurring administrative activities.
The budget model will eventually develop into a sustained cycle of activites related to data collection, evaluation and budget-setting activities. During the beginning years of the PCM budget model roll-out, the timeline of allocation-related activities will look different as new portions of the PCM budget model are enacted.
Budget Model Year FY20
Calendar Year |
Month |
Budget-related Activities |
---|---|---|
2019 |
July |
FY 20 starts. |
|
August |
|
|
September |
AIR begins compiling centrally generated AU metrics. |
|
October |
|
|
November |
FY 18 SU data to processing. |
|
December |
FY 19 SU data to processing. |
2020 |
January |
2019 AU metrics available to evaluate progress toward Strategic Metric Evaluation. |
|
February |
Deans present on subjective metrics for evaluation. Add'l metrics planning (VP, OAC, Finance Team). |
|
March |
Anticipated FY 21 AU budget announced, feedback received. |
|
April |
FY 19 SU data available to central. FY21 budget set. Tuition proposal submitted to KBOR for consideration. |
|
May |
|
|
June |
FY 18 SU data available to AIR for analysis. KBOR approves final tuition proposal. |
Budget Model Year FY21 – Guardrails in place for AU
Calendar Year |
Month |
Budget-related Activities |
---|---|---|
2020 |
July |
FY 21 starts. |
|
August |
Send FY 20 SU data for benchmarking. |
|
September |
Budget Compact/Carryforward meetings. AIR begins compiling centrally generated AU metrics. |
|
October |
FY 18 & 19 SU data available to units. |
|
November |
|
|
December |
FY 20 SU data available to units. |
2021 |
January |
|
|
February |
Present FY 20 data. Deans/VPs present on subjective metrics for evaluation. Add'l metrics planning (VP, OAC, Finance Team). |
|
March |
Anticipated FY 22 AU budget announced, feedback received. |
|
April |
FY 22 budget set. Tuition proposal submitted to KBOR for consideration. |
|
May |
|
|
June |
KBOR approves final tuition proposal. |
Budget Model Year FY22 – Guardrails in place
Calendar Year |
Month |
Budget-related Activities |
---|---|---|
2021 |
July |
FY 22 starts. |
|
August |
Send FY 21 SU data for benchmarking. |
|
September |
Budget Compact/Carryforward meeting. AIR begins compiling centrally generated AU metrics. |
|
October |
|
|
November |
|
|
December |
FY 21 SU data available to units. |
2022 |
January |
|
|
February |
Present FY 21 data. Deans/VPs present on subjective metrics for evaluation. Add'l metrics planning (VP, OAC, Finance Team). |
|
March |
Anticipated FY 23 budget announced, feedback received. |
|
April |
FY 23 budget set. Tuition proposal submitted to KBOR for consideration. |
|
May |
|
|
June |
KBOR approves final tuition proposal. |
Budget Model Year FY23 – Guardrails in place
Calendar Year |
Month |
Budget-related Activities |
---|---|---|
2022 |
July |
FY 23 starts. |
|
August |
Send FY 22 SU data for benchmarking. |
|
September |
Budget Compact/Carryforward meeting. AIR begins compiling centrally generated AU metrics. |
|
October |
|
|
November |
|
|
December |
FY 22 SU data available to units. |
2023 |
January |
|
|
February |
Present FY 22 data. Add'l metrics planning (VP, OAC, Finance Team). |
|
March |
Anticipated FY 24 budget announced, feedback received. |
|
April |
FY 24 budget set. Tuition proposal submitted to KBOR for consideration. |
|
May |
|
|
June |
KBOR approves final tuition proposal. |
Budget Model Year FY24
Calendar Year |
Month |
Budget-related Activities |
---|---|---|
2023 |
July |
FY 24 starts. |
|
August |
Send FY 23 SU data for benchmarking. |
|
September |
Budget Compact/Carryforward meeting. AIR begins compiling centrally generated AU metrics. |
|
October |
|
|
November |
|
|
December |
FY 23 SU data available. |
2024 |
January |
|
|
February |
Present FY 23 data. Deans/VPs present on subjective metrics for evaluation. Add'l metrics planning (VP, OAC, Finance Team). |
|
March |
Anticipated FY 25 budget announced, feedback received. |
|
April |
FY 25 budget set. Tuition proposal submitted to KBOR for consideration. |
|
May |
|
|
June |
KBOR approves final tuition proposal. |
Longer-range
The Budget Office and senior leadership will continue to monitor the Priority Centered Management Model for effectiveness and its ability to achieve expected outcomes.
Overtime, the academic unit formula as well as the support unit formula are expected to reach a state of balance that will allow the guardrail step to be discontinued.
The amount set aside for subsidy will be reviewed regularly and may be decreased as more academic units are able to respond more nimbly to changing conditions and needs within their disciplines.