Thank you for your interest in UCF’s Budget Model Redesign Initiative. This is a unique time in our country’s history, and our institution must continue to evolve to respond to the significant changes in the higher education landscape and meet the growing needs of our community.
What are some of these changes and how can a new approach to budgeting help? Shifting student demographics and completion rates, growing concern over college affordability and student debt, diminishing state funding, and higher operating costs are just some of the challenges that are driving higher education policy and innovation in recent years. The need to employ new learning technologies, fully integrate data analytics to modernize and manage programs, and make other transformative improvements to respond to these challenges and show returns on student and state investments in face of shrinking budgets are propelling institutions to look for new revenue streams beyond tuition.
Furthermore, forward-thinking institutions are adopting new solutions to decrease the cost of education, enhance the brand experience, and improve student outcomes. Transitioning to a more strategic, data-informed model can significantly improve fiscal stewardship, empower colleges and schools to grow program revenues, and encourage administration to operate more efficiently while providing improved services.
For these reasons, it is more important than ever that we collaboratively redesign and implement a transparent and innovative budget allocation model and business processes that are simple to understand, help us plan for the future and invest in our strategic priorities, and reflect UCF’s core values, principles and goals.
This is a major undertaking, and we need the collective experience and support of our entire campus community to implement the model successfully. Please stay tuned to this website and campus communications for more information about the projected timeline, opportunities to participate, and other important logistics.
UBC and CSUAC Support Staff (Non-voting members)
Senior Associate Vice President for Financial Affairs
Associate Vice President, Financial Initiatives
Administration and Finance
Senior Assistant Vice President, Academic Budget Planning and Administration
Executive Assistant III
Committee Appointment Terms
Continuing until the incumbent leaves his/her present position, resigns from the committee, or a replacement is appointed by the President.
Continuing while the incumbent servs in the designated/elected role, or until the incumbent resigns from the committee, or a replacement is appointed by the President.
Term-limited (2- or 3-years) Appointments
Continuing for a designated 2 or 3-year term, or until the incumbent leaves his/her present position, resigns from the committee, or a replacement is appointed by the President.
Other Project Support
Communications and Outreach Group
In collaboration with UCF’s Change Management Office, this small workgroup comprised of Academic Affairs, Financial Affairs and Financial Support Services (FSS) members is responsible for developing and implementing a communication and training strategy that clearly identifies expectations and goals for the different stakeholder groups and keeps our community informed.
A successful communication and training plan makes the transition to a new model and system easier, more efficient/effective, and lasting by letting users know what they can expect and should be doing at every step of the process. This will include “printed” materials (job aides, process manuals/guides), asynchronous learning (at the users own pace via FSS online training, websites), and synchronous learning, which includes a live (in-person or virtual) component.
UCF engaged the Huron Consulting Group to help conduct an unbiased assessment of the current state of budgeting and work with campus stakeholders to collaboratively develop our new financial model. Their experts have worked with more than 500 institutions – including all of the top 100 comprehensive research universities – to help establish a stronger foundation for transformative change.