School of Public Health Self-Study Report > 1.0 The School of Public Health > 1.6 Resources > 1.6.a. - 1.6.e.

1.6.a. - 1.6.e.

1.6.a. Budget and resource allocation

The University’s annual “Compact Process” is central to the School’s overall budget and resource allocation process. After consultation with the Executive Team and an assessment of the School’s priorities, the Dean, working with the CFO, incorporates budget priorities into a School Compact. Along with a complete budget analysis, the Compact is a brief statement of achievements during the past year, goals and objectives for the coming year, performance measures and related budget requests.

The Compact, analyses of the School’s finances and requests for additional funds to support new initiatives are submitted to the Senior Vice President for Health Sciences. The Dean, the Senior Vice President for Health Sciences and central administrators discuss the content of the Compact, the level of new funding that may be forthcoming, financial reports and other deliverables to be provided to the Senior Vice President for Health Sciences in the coming year. The final “Compact” is an agreement between the Dean and the Senior Vice President for Health Sciences.

Since 1997 the University has operated under a responsibility-centered management system. University funding allocated to the School draws mainly from state funds (including state special appropriations), tuition income which the School earns; and indirect cost (facilities and administrative, also known as F&A) recovery funds generated by sponsored projects.

From the total funds, the Dean allocates to each Division state-appropriated funds based on 25 percent of all faculty salaries and fringe benefits, 82 percent of the respective tuition, and 77 percent F&A recovery returned to the School. State special funds are allocated according to the legislative appropriation. Unallocated funds are retained by the Dean to support targeted initiatives, new faculty hires and the Dean’s Office, the Student Services Center, the Advancement Team and other central functions as well as to fund a reserve for fluctuations in sponsored and tuition revenue.

This responsibility-centered management system is built on a percentage of money earned being returned to the School, with a taxation system to support central administration. Starting in 2006 another step was taken in the evolution to a full-recovery, full-cost model, under which the University passes through the full value of income earned as well as its full cost of services.

1.6.b. A clearly formulated School budget statement

Budgets from FY2000 to FY2006 are shown below in Template A: Revenue and Expenditures.

Data Source: Data Warehouse. Student data for this table are calculated Fall of each year as a snapshot in time. Thus the table may reflect a smaller number of students than total registrants for the calendar year especially for the distance students concentrated in the PHP major. PT FTE is calculated by dividing PT student credits by 9.

Core Faculty Data Source: September 2004-2006 Human Resources Tracking System

 * The School of Public Health faculty are traditionally aligned by administrative unit but to provide an overview of faculty 2005-2006 with responsibilities in the core concentration areas of epidemiology and social/behavioral sciences the faculty of the Division of Epidemiology and Community Health have been divided according to greatest percent effort in area of concentration. Students are divided by major with Epi MPH and PhD considered Epidemiology and CR, CHE, MCH, Nutr considered Social and Behavioral Sciences

 ** Public Health Practice engages the School faculty as a whole across all Divisions as academic and project adviser. Core faculty with cross-disciplinary skills are engaged in the School for practice-specific expertise due to the high demand. Degree seeking students, not certificate students, are included in the student counts.