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Contact Us

Physical Address:

Administration Bldg Room 211
Moscow ID 83844-3168

Mailing Address:
Division of Finance and Administration
875 Perimeter Drive MS 3168
Moscow ID 83844-3168

Phone: 208-885-2719

Email: vpfinance@uidaho.edu

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Vandal Hybrid Budget Model

The Vandal Hybrid Budget Model, also known as the Sustainable Financial Model, is a fresh approach to our university budgeting process. Over the last three years, we have worked to develop a hybrid system that helps us achieve our land-grant mission, support student success and promote research and discovery. In this process, we strive to increase transparency to the entire university community. We also endeavor to have a model that is both agile and adaptable, which allows university leaders to support continuous improvement and enables U of I to respond to state educational needs and provide training for in-demand jobs while promoting entrepreneurial and interdisciplinary ideas.

Table of Contents


Category 1 – University Operations

UI Foundation
(Growth funded by increasing endowment and gifts)
Division of Research and Economic Development

Growth Self Funded


Category 2 – University Operations

President’s Office
Division of Finance and Administration
Information Technology Services
University Communications and Marketing 

Strategic Funding

General Information

FY 2025

FY 2024

FY 2023


Category 3 – Central and Fixed Costs

Athletics
Financial Aid
Utilities
Savings Account Reserves

Incremental Model

General Information

FY 2025

FY 2024

FY 2023


Category 4 – Provost Office: Non-Instruction

Strategic Enrollment Management
Student Affairs
Library
U of I Centers

Expand and Contract based on average enrollment

General Information

FY 2025

FY 2024

FY 2023


Category 5 – Provost Office: Instruction

Colleges

Performance Driven metrics based on Student Credit Hours, Degree Completions and Enrollment

General Information

FY 2025

FY 2024

FY 2023


Financial Model Overview - FAQs

The model consists of five organizational categories. Success for some of the categories will be based on hitting metrics and others on enrollment averages increasing or generating self-funded growth. One category will remain on the incremental model. Overall success will be measured by a balanced operating budget and building up of reserves while still being able to invest in strategic initiatives.

  • Category 1 – Growth is Self-Funded
  • Category 2 – expand and contract based on operating and span of control metrics.
  • Category 3 – Incremental model
  • Category 4 – expand and contract based on three-year rolling average enrollment.
  • Category 5 – Performance driven (see metrics outlined in Category 5 section)

Both undergraduate and graduate student enrollment are priorities, as enrollment growth is the primary lever we have to increase revenues. The budget model is intended to incentivize growth in this area and is one way a unit benefits from success.

In terms of the metrics specific to academic colleges — there are many factors that could be considered, but each would add more complexity with diminishing returns. The undergraduate enrollment metric is weighted higher as it’s an area of opportunity for quick growth without the need to add significant overhead or infrastructure.

It is possible the incentives will change as we succeed in increasing enrollment. The model is a framework, and the metrics are intended to be fluid to help the university achieve strategic goals.

Everyone at our university has a role in recruitment and retention. Talk to your college recruiters and leadership to learn more about your college’s tactics. Other units should identify their role and articulate how each person plays a part. We each have our own story to tell about why we are Vandals. Tell that story proudly to anyone who will listen.

Our goal is not to define a perfect set of metrics to drive every ideal behavior that will result in so many that our outcomes won’t be focused. For right now, we are encouraging the behaviors we need to emphasize at this moment. The model is meant to evolve as university needs and goals shift.

Per the white paper developed by the Sustainable Financial Model Working Group, we must and will protect mission-centric programs. Through an annual process of assessment and analysis of unintended consequences, we will address this very question.

Category 5 FAQs

The metrics are analyzed at the College level only for the Academic Budget Model. Deans may choose to use metrics at the Department level within the College, but that is up to each College.

The enrollment will be credited to the department home of the major. If the student is a double major, it is split between both department homes. The courses are currently mapped to the department home of the course.

The data being used for the enrollments, conferrals and SCH at the College level is all on the Institutional Research website. Tenth-day numbers are used for the budget model metrics, not census date numbers. Target Monitoring Dashboard.

All Student Credit Hours (SCH) are currently being counted as equal.

The number of credits is the same as the number students receive for the course regardless of research or course work.

Certificates count in conferrals. Minors do not count in conferrals, but the courses completed will be counted within SCH.

No. The model focuses only on ten percent of general education dollars.

Sustainable Financial Model Working Group

View White Paper

Vandal Hybrid Budget Model Rollout

Contact Us

Physical Address:

Administration Bldg Room 211
Moscow ID 83844-3168

Mailing Address:
Division of Finance and Administration
875 Perimeter Drive MS 3168
Moscow ID 83844-3168

Phone: 208-885-2719

Email: vpfinance@uidaho.edu

Map