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Budget Meeting Agendas and Notes

2026

听

2025

听

(2025 Review)

2024

2022-2023

Budget Conversations:

February 16, 2023 鈥� NWCCU Accreditation Implications for Fiscal Sustainability

• Passcode: 8JGz*5$$

March 16, 2023 鈥� Positioning WOU for success in the Oregon State Budget

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2021-2022

Budget Conversations:

January 20, 2022 鈥� Overall Budget FY22 & CARES Funding

February 17, 2022 鈥� Retention

May 12, 2022 – Graduate Enrollment

May 26, 2022 – Undergraduate Enrollment

June 23, 2022 – 1:00pm-3:00pm – FY23 Budget

October 27, 2022 – 1:00pm-3:00pm – FY23 Budget

2020-2021

2019-2020

• Process Suspended at the beginning of Spring Term due to COVID-19

 

2018-2019

 

2017-2018

 

2016-2017

Introduction
The budgeting process at WOU is designed to enhance the university鈥檚 ability to meet changing听institutional needs, while supporting its historical mission. Budget decisions should be strongly听linked to the University鈥檚 2017-2023 Strategic Plan, which will be presented to the Board of听Trustees at the January 25, 2017 meeting. Once approved, a crucial step in implementation of the听plan is to align budget decisions with the goals and objectives of the strategic plan.

Once complete, the process will also support the NWCCU accreditation standards which expect the听following:

2.F.3 The institution clearly defines and follows its policies, guidelines, and processes for听financial planning and budget development that include appropriate opportunities for participation听by its constituencies.

Standard Three 鈥� Planning and Implementation

The institution engages in ongoing, participatory planning that provides direction for the听institution and leads to the achievement of the intended outcomes of its programs and services,听accomplishment of its core themes, and fulfillment of its mission. The resulting plans reflect the听interdependent nature of the institution鈥檚 operations, functions, and resources. The institution听demonstrates that the plans are implemented and are evident in the relevant activities of its听programs and services, the adequacy of its resource allocation, and the effective application of听institutional capacity. In addition, the institution demonstrates that its planning and听implementation processes are sufficiently flexible so that the institution is able to address听unexpected circumstances that have the potential to impact the institution鈥檚 ability to accomplish听its core theme objectives and to fulfill its mission.

In the past, the budget process has been largely incremental鹿 with some limited funding tied to听special initiatives and enrollment. While this approach may have served the university well in听times of increasing funding, it does not allow for sufficient flexibility in times of stable or听declining enrollments and funding.

For the foreseeable future, Western will be facing increased competition for enrollment in the听coming years and our recent enrollment patterns show declining enrollment. This trend, coupled with听a performance-based budget process from HECC, places additional fiscal pressure on the university.听In such an environment, the campus must develop a resource allocation process that enables it to听support its ongoing functions and activities and to reallocate resources to support expanded activities and听new initiatives.

鹿 Incremental budgeting takes existing base budget and makes minor adjustments to the budget听from the previous year and does not examine the extent to which the budget is linked to the goals听and/or strategic directions of the university.

Budget Process
In order to achieve greater budget and planning alignment, Western will adopt a budgeting process听that will expect each budget unit虏 to review its existing budget for continuation and support of its听ongoing activities and responsibilities, and to develop new initiatives that must be aligned with听the Strategic Plan.

Additionally, each budget unit will also consider any needed internal reallocation that improves听outcomes and/or performance. Depending on state-wide economic conditions and likely levels of state听funding, each budget unit will be expected to develop scenarios based on increased funding or听decreased funding. In years where the allocation from the state and/or enrollment/tuition forecasts听are clear, only one scenario may be needed.

The principal advantages of this approach are:

鈥� it allows for reallocation of funding and personnel to support key initiatives, both new and听continuing,
鈥� it curbs 鈥渕ission creep鈥� by re-evaluating past budgeting commitments and requires justification听of spending in accord with the University Strategic Plan,
鈥� it responds to changing circumstances, and
鈥� it allows for a direct link between budgeting and the Strategic Plan.

Further, this approach provides for campus and community input by:

鈥� reviewing university Strategic Plan and key initiatives with campus community
鈥� identifying funding priorities for policy based funding
鈥� establishing and communicating timelines for budget process
鈥� providing a consistent approach to making budget decisions
鈥� establishing budget priorities that can be vetted by the campus prior to submission of budgets听to the Board of Trustees for final review

虏 Budget units include: Academic Affairs, Advancement/Foundation, Athletics, Business and Finance,听General Counsel/BOT, and Student Affairs. The budget process in academic affairs will be developed听to ensure that academic divisions play an active role in developing the budgets for each college.

University Budget Committee

The University Budget Committee (UBAC) will be an advisory group consisting of representation from faculty, classified staff, unclassified exempt staff, students and administrators. This body is advisory to the President and all members shall be appointed by the President based on recommendations from appropriate constituencies. The UBAC will make recommendations to the President prior to finalizing budget recommendations from the President to the Board of Trustees. Final funding recommendations are expected to have clear linkages to the University鈥檚 Strategic Plan.

Following executive review, the University Budget Advisory Committee will review budget proposals and make recommendation to the President. The UBAC will consider the university鈥檚 proposal in relation to the university鈥檚 overall financial condition. Factors such as enrollment, tuition, financial aid, changes in state and federal legislation and policy will be important matters affecting final deliberations of the UBAC.

While committee members are drawn from various constituencies, they are expected to apply a university-wide perspective to the budget deliberations and recommendations. The committee will be chaired by the Vice President for Finance and Administration who will have no voting rights. The UBAC will have support from staff within Finance and Administration to complete its work. For example, Finance and Administration will maintain minutes and official records of final recommendations.

Voting members of the UBAC will serve two year terms. Initial appointments will be made to either one-year or two-year positions to allow for experience and continuity.

鈥� Four faculty members recommended by the Faculty Senate Executive Committee
鈥� Three classified staff members recommended by the Staff Senate Executive Committee
鈥� Two students recommended by ASWOU鈥檚 Executive Committee
鈥� Two unclassified exempt staff members recommended by the Administrative Services Council
鈥� One representative from each of the Vice Presidential divisions recommended by the respective Vice President: Academic Affairs, Finance and Administration, General Counsel and Administration, and Student Affairs
鈥� One representative from Intercollegiate Athletics
鈥� One additional member appointed by the President

Summary

This approach to budgeting is designed to enable the University to align its financial resources with its mission, vision and values. In doing so, budgets will be better able to meet changing institutional needs and be responsive to our historical mission as well as new opportunities. The success of the model will depend, to a great extent, on the degree to which the budgeting process allows for campus-wide dialog and participation and the degree to which decisions related to new resources and reallocation of existing resources are linked to the agreed upon strategic directions of the university.