University Budget Office

Report from President Kerwin

The AU Board of Trustees recently approved a university budget for the next two years that carefully balances the most important needs of our constituents with sound financial management, and maintains momentum for the strategic priorities of the institution, even in a challenging economic climate.  

The operating budget for fiscal years 2014 and 2015 totals more than $1.2 billion and the updated capital budget for fiscal years 2014-2018 totals $416 million.

The progress made in the first four years of the university's strategic plan, American University and the Next Decade: Leadership for a Changing World, will continue in the fifth and sixth years of implementation through the alignment of resources with strategic objectives that target substantial progress on the goals in the plan. These objectives, reviewed by the campus community and approved by the Board prior to budget proposals, guided the work of the University Budget Committee in concert with the Cabinet.

The outcome of these efforts is a plan to build upon our strategic plan investment with an additional $59 million in funding to support strategic objectives and action steps in the next two years. 

The investment is possible in part through greater efficiency before committing new funding. Given projected increases for existing activity, especially health care for employees and technology demands, we could not continue to fund strategic priorities without some sacrifice. The provost and vice presidents set aside 0.5 percent of their existing operating budgets for reallocation. The identification of these funds contributed to our ability to support the higher priority needs addressed in the budget. 

Yet the most significant achievements of this two-year budget are the measures taken to address affordability. This budget includes the lowest tuition rate increase on record, dating to the mid-1970s. The total cost of attendance for undergraduate students residing on campus will increase 2.6 percent in FY14 and FY15. Financial aid increases will create additional scholarship opportunities to address need and enhance diversity. Undergraduate financial aid funding levels will rise from 29 to 30 percent. 

This budget also continues an investment in our human resources. Even during the height of the recession, we have been able to recruit and retain the best faculty and staff with market-based compensation and performance-based merit increases. The budget includes a 2.5 percent merit pool in both years to continue this investment. 

The balance we struck in this budget is possible only as a result of the university's positive financial standing. Our emphasis on effective enrollment management, rigorous internal controls, and the continuation of financial safeguard policies are at the foundation of that standing. This budget reflects an awareness of the complex external environment, a serious commitment to continuing the momentum gained toward achieving our strategic goals, and thoughtfulness to the needs of those who comprise our university community. I am confident that we will advance this institution to a higher level in coming years through the sound investment of our resources. 

Of particular note, this budget is predicated on the following major elements:

Enrollment:

  • Freshman and transfer enrollments are budgeted at 1,600 and 295 respectively, while continuing to emphasize student quality, diversity, and selectivity.
  • Growth is projected in the Washington Mentorship Program with a budget of 150 students. 
  • Graduate, School of Professional & Extended Studies, nondegree, and law enrollments are budgeted at an achievable level. 

Tuition, Room and Board:

  • There will be a historically low 2.95 percent increase in undergraduate, graduate, and law tuition rates in each year and a five percent increase for continuing MBA and graduate business students in FY14 (pricing for new MBA and graduate business students will follow the university's standard graduate pricing structure). There will be no increase in mandatory fees, thus tuition and fees will increase by 2.9 percent each year.
  • Residence hall rates will increase 1.5 percent each year for double occupancy and 2.5 percent each year for single and triple occupancy.
  • Student meal plan rates will increase 2.2 percent each year.

Investments in Strategic Objectives:

Some examples of investments in strategic objectives are listed here. See highlights on pp.10-11.

  • Increased full-time faculty to enhance instructional resources;
  • Expanded faculty and student research support;
  • Adjunct faculty compensation in response to market;
  • Strengthening our undergraduate and graduate programs;
  • Augmented financial aid to support diversity initiatives including financial support for study abroad and internships for low-income students;
  • Improved student services including virtual service delivery;
  • Expanded student recruitment and retention efforts;
  • Increased funding for new academic programs, including expansion of 3-year BA/4-year Master's programs;
  • Progress toward the President's Climate Plan commitment;
  • Increased support for fundraising and alumni support;
  • Competitive salaries and benefits for faculty and staff;
  • Benefits initiatives to comply with health care reform;
  • The next phase of marketing initiatives including promotion of graduate programs, evolving the brand campaign, and renewing AU's web design;
  • Increased funding support for the School of Professional & Extended Studies to deliver innovative programs;
  • Advancements in technology, library, and research infrastructure;
  • New sources of revenue and enhancement of existing revenue streams;
  • Financing, operations, and maintenance of new facilities and renovation projects in the 2011 Campus Plan and strategic plan including a new home for the Washington College of Law at the Tenley Campus; and
  • Modernization of existing institutional facilities.

I am grateful to all who participated in this year's budget including the University Budget Committee, Board's Finance and Investment Committee, and the university community.

Table of Contents

Fiscal Years 2014 and 2015 Budget Highlights

 

Tuition and Mandatory Fees: 2.9% increase for FY14 and FY15

Tuition:

  • All Enrollment Categories: 2.95% increase for FY14 and FY15 except continuing MBA and graduate business.
  • Continuing MBA and Graduate Business: 5.0% increase for FY14 (pricing discontinued after FY14).
  • New MBA and Graduate Business: standard graduate rates apply effective FY14.
  • Summer: Academic year 2012-2013 rate for FY14 and 2.95% increase for FY15.
  • Summer Continuing MBA and Graduate Business: 5.0% increase for FY14 (pricing discontinued after FY14).

Residence Halls: Increases of 1.5% for double occupancy and 2.5% for single and triple occupancy each year.

Meal Plan: 2.2% increase each year.

Parking: No Increase for FY14 and FY15.

New Revenue Initiatives: $250,000 in FY14 and $2.75 million in FY15 through new programs and program enhancements in the School of Professional & Extended Studies, School of Public Affairs, and College of Arts and Sciences.

Investment Income: Increased $250,000 to total $5.25 million in FY14 and another $500,000 to total $5.75 million in FY15. 

Endowment Income: Increased $1 million to total $4.2 million in FY14 and another $250,000 to total $4.45 million in FY15. 

Faculty and Staff Salaries: $3.6 million for a 2.5% performance-based salary pool and benefits for faculty and staff effective September 2013, and another $3.9 million for a 2.5% pool effective September 2014. No market adjustment pool is set aside for staff salaries as benchmarking analysis indicates average staff salaries are above the market median. However, adjustments to staff salary compensation bands will be implemented over three years beginning in FY14.

Full-time Faculty: $1.1 million to hire three new tenure-track faculty in FY14 and four additional in FY15 to enhance instructional resources. $400,000 in FY14 and an additional $400,000 in FY15 to adjust faculty salaries in response to market pressures, special opportunities, and retention efforts.

Term Faculty: $864,000 over two years to provide permanent funding for current term faculty and new term faculty. $150,000 in each year for promotions and salary adjustments in response to market.

Adjunct Faculty: $200,000 earmarked in FY15 for adjunct faculty compensation.

Staff: $3.3 million over two years for salaries and benefits for 17 new full-time staff positions to accommodate the university's program expansion efforts and 20 continuing from new program initiatives such as three-year BA programs, academic technology training, high performance computing, and virtual student services implemented in previous years.

Faculty and Staff Benefits: $1.5 million over two years to fund the university's compliance with the new health care regulations effective January 2014. $2.75 million over two years to provide competitive benefit offerings to attract and retain high-quality faculty and staff, and to expand the university's health benefit subsidy to include additional employees.

Financial Aid: $7.4 million over two years to match the undergraduate enrollment increase and index to the tuition increase, and an additional $500,000 each year to meet increasing financial need. $1.77 million over two years to enhance diversity by providing financial support to low-income students to participate in study abroad or other enrichment programs, fund additional Frederick Douglass Distinguished Scholarships, and support students who participate in the Washington Internships for Native Students program. Undergraduate financial aid funding is planned to be at the 30% level in FY14 and FY15. Graduate financial aid will increase $1.6 million over two years to match the enrollment increase, index to the tuition increase, and fund PhD dissertation fellowships.

Supplies and Expenses: A wide range of initiatives to improve the quality of programs and respond to external environmental factors, including: expanding three-year BA programs; student participation and travel in living-learning communities, research, and service activities; continued support for research centers and institutes; and initiatives to advance the President's Climate Plan commitment.

New Housing Facilities: $1.7 million over two years to fund operating expense for the new Cassell Hall, Nebraska Hall expansion, and rental units at the Berkshire apartments.

Marketing Initiatives: $1.47 million over two years to enhance promotion of graduate programs, evolve the brand campaign, renew AU's web design, continue a partnership with the Washington Nationals, and develop a digital American Magazine.

Development: Increased $243,000 over two years to expand multicultural and local programming to enhance alumni relations, and increase support for regional development efforts.

Athletics: Increased $264,000 to be competitive among Patriot League schools, and to fund operating expense for a fitness center in new Cassell Hall.

Technology Capital Funding: Increased $2.5 million over two years to fund enterprise portfolio projects such as online learning and virtual computing labs, video streaming, and administrative service enhancements; $485,000 over two years to fund technology support for teaching and research; $680,000 for technology life-cycle replacement; $535,000 for fixed cost increases; and $161,000 to increase Internet capacity over two years.

Library Acquisitions: Increased $327,000 in FY14 and an additional $350,000 in FY15 to keep up with cost increases that exceed the rate of inflation for the current library collection and electronic databases, and to increase collections to support the research and teaching goals of faculty and new academic programs.

Capital Renewal and Deferred Maintenance (CRDM) Fund: Increased $1.3 million in FY14 and an additional $453,000 in FY15, which includes the new and expanded residence halls and continuation of the preventive maintenance program.

Facilities Modernization Fund: Increased $500,000 in FY14 and an additional $500,000 in FY15 for modernizing institutional facilities in accordance with the Capital Budget.

Debt Service: Increased $4.5 million in FY14 and an additional $2.1 million in FY15 to provide funding for a capital financing strategy to build and/or renovate new facilities projects such as the law school facility at the Tenley Campus in accordance with the Capital Budget.

Transfer to Quasi-Endowment Funds: While the established policy of budgeting annual transfers equal to 2% of the total operating budget remains intact, transfers to quasi-endowment funds equal 1% of the total operating budget in each year to allow for additional support of strategic plan initiatives in light of the effort to keep tuition rate increases to a minimum.

Tuition Management Reserve: No tuition management reserve budget is required for FY14 and FY15 as the reserve balance met the target of 5% of tuition revenue in FY13.

Transfer to Fund Strategic Plan Initiatives: $1.94 million in FY14 and $1.43 million in FY15 from the internally designated Strategic Plan Initiative accounts.

Internal Reallocations: 0.5% of operating budget or $1.3 million to fund the university's highest priorities.

Table of Contents

American University FY2014 Revenue and Expenditure Budget

 

REVENUE ($000s)

FY2013
Budget

Budget
Changes

FY2014
Budget

%
Change

Student Tuition and Fees

New Revenue Initiatives

Residence Halls

Auxiliary Enterprises

Investment Income

Unrestricted Gifts

Indirect Cost Recovery

Endowment Income

WAMU-FM
$459,962

2,250

38,955

38,133

5,000

750

2,000

3,200

22,500
$22,944

(2,000)

3,025

(3,593)

250

0

(600)

1,000

(375)
$482,906

250

41,979

34,540

5,250

750

1,400

4,200

22,125
5.0%

(88.9%

7.8%

(9.4%)

5.0%

0.0%

(30.0%)

31.3%

(1.7%)

Total Revenue

 

$572,750

 

$20,650

 

$593,400

 

3.6%

 


EXPENDITURES ($000s)

FY2013
Budget

Budget
Changes

FY2014
Budget

%
Change

Faculty and Staff Salaries

Adjunct Faculty Salaries

Part-time Staff

Employee Benefits

Transfer to Fund Sept. 2013 Salary Increase

Transfer to Pre-Fund Sept. 2014 Salary Increase
$186,610

8,293

17,810

52,951

(4,000)

4,200
$6,585

0

174

3,726

400

(300)
$193,194

8,293

17,984

56,677

(3,600)

3,900
3.5%

0.0%

1.0%

7.0%

(10.0%)

(7.1%)
Salaries and Benefits

Financial Aid

Supplies and Expenses, etc.

Instructional Revenue Centers

Library Acquisitions

Utilities

Technology Capital Funding

Deferred Maintenance (including residence halls)

Furnishings and Equipment Fund

Facilities Modernization Fund

Debt Service

Responsibility Center Management Units

Transfer to Quasi-Endowment Funds

Tuition Management Reserve

Transfer to Fund Strategic Plan Initiatives
$265,863

$106,946

118,410

8,600

6,609

9,933

9,247

11,901

1,900

4,600

20,294

0

8,448

0

0
$10,584

$7,119

(5,321)

0

327

653

3,532

1,315

0

500

4,496

1,896

(2,508)

0

(1,943)
$276,447

$114,064

113,089

8,600

6,936

10,586

12,779

13,216

1,900

5,100

24,790

1,896

5,940

0

(1,943)
4.0%

6.7%

(4.5%)

0.0%

4.9%

6.6%

38.2%

11.0%

0.0%

10.9%

22.2%

n/a

(29.7%)

n/a

n/a

Total Expenditures

 

$572,750

$20,650

$593,400

3.6%


Net Surplus/(Deficit)

 

$0

$0

$0


 

Table of Contents

American University FY2015 Revenue and Expenditure Budget



REVENUE ($000s)

FY2014
Budget

Budget
Changes

FY2015
Budget

%
Change

Student Tuition and Fees

New Revenue Initiatives

Residence Halls

Auxiliary Enterprises

Investment Income

Unrestricted Gifts

Indirect Cost Recovery

Endowment Income

WAMU-FM
$482,906

250

41,979

34,540

5,250

750

1,400

4,200

22,125
$17,302

2,500

(726)

574

500

0

0

250

1,300
$500,208

2,750

41,254

35,114

5,750

750

1,400

4,450

23,425
3.6%

1000.0%

(1.7%)

1.7%

9.5%

0.0%

0.0%

6.0%

5.9%

Total Revenue

 

$593,400

 

$21,700

 

$615,100

 

3.7%

 


EXPENDITURES ($000s)

FY2014
Budget

Budget
Changes

FY2015
Budget

%
Change

Faculty and Staff Salaries

Adjunct Faculty Salaries

Part-time Staff

Employee Benefits

Transfer to Fund Sept. 2014 Salary Increase

Transfer to Pre-Fund Sept. 2015 Salary Increase
$193,194

8,293

17,984

56,677

(3,600)

3,900
$5,881

200

66

3,878

(300)

200
$199,075

8,493

18,050

60,554

(3,900)

4,100
3.0%

2.4%

0.4%

6.8%

8.3%

5.1%
Salaries and Benefits

Financial Aid

Supplies and Expenses, etc.

Instructional Revenue Centers

Library Acquisitions

Utilities

Technology Capital Funding

Deferred Maintenance Fund (including residence halls)

Furnishings and Equipment Fund

Facilities Modernization Fund

Debt Service

Responsibility Center Management Units

Transfer to Quasi-Endowment Funds

Tuition Management Reserve

Transfer to Fund Strategic Plan Initiatives
$276,447

$114,064

113,089

8,600

6,936

10,586

12,779

13,216

1,900

5,100

24,790

1,896

5,940

0

(1,943)
$9,925

$3,280

(1,033)

0

350

(181)

309

453

0

500

2,141

5,234

210

0

513
$286,372

$117,344

112,056

8,600

7,286

10,405

13,088

13,669

1,900

5,600

26,931

7,129

6,150

0

(1,430)
3.6%

2.9%

(0.9%)

0.0%

5.0%

(1.7%)

2.4%

3.4%

0.0%

9.8%

8.6%

276.1%

3.5%

n/a

(26.4%)

Total Expenditures

 

$593,400

$21,700

$615,100

3.7%


Net Surplus/(Deficit)

 

$0

$0

$0


 

Table of Contents

FY2014 Revenue and Expenditure Budget

FY2014RevenueExpenditureBudget

FY2015 Revenue and Expenditure Budget

FY2015 Revenue and Expenditure Budget

American University FY2014 Expenditure Budget by Division

(Units include Fringe Benefits)


($000s omitted)

Operating
Accounts

Institutional
Accounts

Total FY2014
Budget

% of
University
Total

President

University Communications and Marketing

General Counsel

Athletics/Recreation Sports & Fitness

WAMU-FM

Provost
Provost's Office Central Accounts
Academic Initiatives - for distribution to colleges/schools
College of Arts and Sciences (CAS)
Kogod School of Business (KSB) - RCM
School of International Service (SIS)
School of Communication (SOC)
School of Public Affairs (SPA)
School of Professional & Extended Studies (SPExS)
AU Abroad/Abroad at AU
Instructional Revenue Centers (IRCs) - for distribution
Washington College of Law (WCL) - RCM
Senior Vice Provost & Dean of Academic Affairs
Vice Provost - Graduate Studies & Research
Vice Provost - Undergraduate Studies
Vice Provost - Academic Administration
Office of Enrollment/Admissions
Undergraduate Financial Aid
Library
Registrar

$2,742

$4,924

$1,443

$8,222

$22,125


$9,732
2,678
45,319
22,367
13,675
11,305
15,439
6,661
11,483
8,600
60,846
4,121
1,970
2,059
2,183
8,415
0
13,276
2,259

$0

$0

$736

$5,117

$0


$0
688
150
455
26
0
12
2,301
156
0
6,609
0
18,698
132
0
0
78,622
1,001
133

$2,742

$4,924

$2,179

$13,338

$22,125


$9,732
3,365
45,469
22,822
13,701
11,305
15,451
8,963
11,639
8,600
67,454
4,121
20,668
2,191
2,183
8,415
78,622
14,276
2,392

0.5%

0.8%

0.4%

2.2%

3.7%

Total

 

$242,389

 

$108,981

 

$351,370

 

59.2%

 


Vice President of Finance and Treasurer
Vice President's Central Accounts
Risk Management & Environmental Health & Safety
Public Safety & Parking
Information Technology
Financial Management
Debt Service
Facilities Management & Transportation
Utilities
Capital Renewal and Deferred Maintenance (CRDM)
Planning & Project Management
Auxiliary Services & Enterprises
Human Resources/CDC/Benefits
Fringe Benefit Offset


$7,351
609
5,197
19,926
5,341
0
18,339
0
0
1,881
1,440
4,508
0


$2,292
330
0
0
1,466
23,607
5,555
10,586
11,701
0
23,047
56,677
(56,677)


$9,643
939
5,197
19,926
6,807
23,607
23,894
10,586
11,701
1,881
24,487
61,185
(56,677)

 

Total

 

$64,592

 

$78,584

 

$143,177

 

24.1%

 

Vice President of Campus Life
Campus Life Operations
Housing & Dining Programs
Residence Hall CRDM


$14,942
8,703
0


$909
0
1,515


$15,851
8,703
1,515

 

Total

 

$23,645

 

$2,424

 

$26,069

 

4.4%

 

Vice President of Development and Alumni Relations

$8,259

$0

$8,259

1.4%


Central Reserves
New Staff Position Pool - for distribution
Faculty & Staff Performance-based Salary Increase - for distribution
Furnishings & Equipment Fund
Facilities Modernization Fund
Technology/Capital Funding
Transfer to Quasi-Endowment Funds
Transfer to Fund Strategic Initiatives
Other Central Reserves/Transfer


$595
3,600
0
0
0
0
0
0


$0
0
1,900
5,100
2,276
5,940
(1,943)
1,748


$595
3,600
1,900
5,100
2,276
5,940
(1,943)
1,748


 

Total

 

$4,195

 

$15,021

 

$19,216

 

3.2%

 


Total Expenditures

 

$382,536

 

$210,864

 

$593,400

 

100.0%

 

Table of Contents

American University FY2015 Expenditure Budget by Division

(Units include Fringe Benefits)

($000s omitted)

Operating
Accounts

Institutional
Accounts

Total FY2015
Budget

% of
University
Total

President

University Communications and Marketing

General Counsel

Athletics/Recreation Sports & Fitness

WAMU-FM

Provost
Provost's Office Central Accounts
Academic Initiatives - for distribution to colleges/schools
College of Arts and Sciences (CAS)
Kogod School of Business (KSB) - RCM
School of International Service (SIS)
School of Communication (SOC)
School of Public Affairs (SPA)
School of Professional & Extended Studies (SPExS)
AU Abroad/Abroad at AU
Instructional Revenue Centers (IRCs) - for distribution
Washington College of Law (WCL) - RCM
Senior Vice Provost & Dean of Academic Affairs
Vice Provost - Graduate Studies & Research
Vice Provost - Undergraduate Studies
Vice Provost - Academic Administration
Office of Enrollment/Admissions
Undergraduate Financial Aid
Library
Registrar

$2,764

$5,219

$1,443

$8,222

$23,425

---
$9,782
4,356
45,319
23,846
13,675
11,305
15,439
6,711
11,947
8,600
63,300
4,121
1,970
2,327
2,188
8,415
0
13,626
2,336

$0

$0

$736

$5,268

$0

---
$0
688
154
455
26
0
12
2,371
201
0
6,609
0
19,297
132
0
0
80,972
1,001
133

$2,764

$5,219

$2,179

$13,489

$23,425

---
$9,782
5,044
45,473
24,301
13,701
11,305
15,451
9,083
12,148
8,600
69,909
4,121
21,268
2,459
2,188
8,415
80,972
14,626
2,469

0.4%

0.8%

0.4%

2.2%

3.8%

Total

 

$249,265

 

$112,050

 

$361,315

 

58.7%

 


Vice President of Finance and Treasurer
Vice President's Central Accounts
Risk Management & Environmental Health & Safety
Public Safety & Parking
Information Technology
Financial Management
Debt Service
Facilities Management & Transportation
Utilities
Capital Renewal and Deferred Maintenance (CRDM)
Planning & Project Management
Auxiliary Services & Enterprises
Human Resources/CDC/Benefits
Fringe Benefit Offset


$7,351
609
5,197
20,186
5,341
0
18,832
0
0
1,881
1,576
4,508
0


$2,292
330
0
0
1,466
25,748
5,555
10,405
12,151
0
23,047
60,554
(60,554)


$9,643
939
5,197
20,186
6,807
25,748
24,387
10,405
12,151
1,881
24,623
65,062
(60,554)

 

Total

 

$65,481

 

$80,994

 

$146,475

 

23.8%

 

Vice President of Campus Life
Campus Life Operations
Housing & Dining Programs
Residence Hall CRDM


$14,983
6,328
0


$920
0
1,518


$15,903
6,328
1,518

 

Total

 

$21,311

 

$2,438

 

$23,749

 

3.9%

 

Vice President of Development and Alumni Relations

$8,264

$0

$8,264

1.3%


Central Reserves
New Faculty and Staff Position Pool - for distribution
Faculty & Staff Performance-based Salary Increase - for distribution
Furnishings & Equipment Fund
Facilities Modernization Fund
Technology/Capital Funding
Transfer to Quasi-Endowment Funds
Transfer to Fund Strategic Initiatives
Other Central Reserves/Transfer


$1,026
3,900
0
0
0
0
0
0


$0
0
1,900
5,600
2,382
6,150
(1,430)
8,692


$1,026
3,900
1,900
5,600
2,382
6,150
(1,430)
8,692


 

Total

 

$4,926

 

$23,294

 

$28,220

 

4.6%

 


Total Expenditures

 

$390,320

 

$224,780

 

$615,100

 

100.0%

 

Table of Contents

Highlights of FY2014-2015 Funding for Strategic Plan Goals



($000s omitted)

Budget Allocations

STRATEGIC GOALS

FY2014

FY2015

SP1

Epitomize the Scholar-Teacher Ideal

Increase full-time faculty to respond to market

Increase term faculty

Adjust compensation rates for adjunct faculty to market

 

$2,086

438

0

 

$2,614

781

200
    $2,524 $3,595

SP2

Provide an Unsurpassed Undergraduate Experience

Increase funding for undergraduate financial aid

Provide funding for academic program review and oversight, and for 3-year BA program enhancements

Increase funding for Athletics staffing, facilities and team travel

Increase support for ADA compliance and Disability Support Services

Increase resources for Commencement and Welcome Week activities

Increase funding for Student Health Center and counseling staff

Increase funding for Academic Support Center staff

Increase funding for residence hall staff and operations

Enhance support for virtual student services, veterans student services and undergraduate recruitment and retention activities

 

$500

319

525

148

22

50

64

28

802

 

$500

638

525

148

39

50

154

28

879
    $2,458 $2,961

SP3

Demonstrate Distinction in Graduate, Professional, and Legal Studies

Increase funding level of Ph.D. awards for existing programs

Increase graduate marketing efforts

 

$100

410

 

$0

0
    $510 $0

SP4

Engage in Great Ideas and Issues through Research, Centers, and Institutes

Continue support for research centers and institutes, including the Center for Latin American and Latino Studies

 

$320

 

$320

SP5

Reflect and Value Diversity

Increase funding for Frederick Douglass Distinguished Scholarships, WINS scholarships, and study abroad funding support for low-income students

 


$1,010

 


$1,010

SP6

Bring the World to AU and AU to the World

Increase funding for AU Abroad and Abroad @ AU program delivery, as well as Center for Community Engagement and Service programs

 

$1,872

 

$2,336

SP7

Act on Values through Social Responsibility and Service

Make progress toward the President's Climate Plan commitment

 

$41

 

$98

SP8

Engage Alumni in the Life of the University, On and Off Campus

Increase funding for Development to support alumni relations and regional advancements

 

$153

 

$208

SP9

Encourage Innovation and High Performance

Enhance administrative staffing level and provide funding for contractual compensation

Increase funding support for university vehicle replacement, housing/dining programs and campus services

Increase base budget for Academic Affairs

 

$847

318

0

 

$1,074

570

50
    $1,165 $1,694

SP10

Win Recognition and Distinction

Enhance the university's brand campaign, marketing, digital media, and website functionality and design

 

$68

 

$773

ENABLING GOALS

   

EG1

Diversify Revenue Sources

Provide funding for new School of Professional & Extended Studies programs and Online Programs; enhance support for management and protection of intellectual property

 

$1,280

 

$1,335

EG2

Employ Technology to Empower Excellence

Implement IT Enterprise system enhancements

Renew technology life cycle capital programs

 

$2,957

300

 

$3,015

380
    $3,257 $3,395

EG3

Improve the University Library and Research Infrastructure

Increase funding for library collection, electronic databases and audio visual staff

 

$370

 

$720

EG4

Forge Partnerships by Leveraging our Capital Location

Continue partnership with Washington Nationals

 

$150

 

$150

EG5

Continue as a Model for Civil Discourse

Continue support for annual faculty retreat

 

Existing Budget

EG6

Align Facilities Planning with Strategic Goals

Provide funding mechanism for new facilities projects

Continue support for operating expenses and existing facilities and provide funding for new facilities, including Cassell Hall, expansion of Nebraska Hall, and 4401 Connecticut Avenue

Modernize institutional facilities

 

$2,760

8,293


925

 

$4,901

6,314


1,825
    $11,978 $13,040
 

TOTAL FUNDING

$27,156 $31,634
       
Expenditures for long-standing polices that support multiple goals of the strategic plan:    
  Increase financial aid to match tuition and enrollment changes

Implement performance-based salary increase for faculty and staff

Provide market-competitive health and benefit packages for faculty and staff
$5,510

3,600

2,019
$8,890

9,400

4,215
    $11,129 $22,505

Table of Contents

Summary of Funding for Strategic Plan Goals FY2010-2015



($000s omitted)

Budget Allocations

STRATEGIC GOALS

FY2010

FY2011

FY2012

FY2013

FY2014

FY2015

FY2010-
2015
TOTAL

SP1 - Epitomize the Scholar-Teacher Ideal

$3,928

$5,042

$6,158

$7,934

$2,524

$3,595

$29,181

SP2 - Provide an Unsurpassed Undergraduate Experience

$3,213

$3,377

$4,031

$5,307

$2,458

$2,961

$21,347

SP3 - Demonstrate Distinction in Graduate, Professional, and Legal Studies

$913

$1,563

$1,131

$1,431

$510

$0

$5,548

SP4 - Engage in Great Ideas and Issues through Research, Centers, and Institutes

$470

$640

$809

$1,024

$320

$320

$3,582

SP5 - Reflect and Value Diversity

$282

$662

$707

$973

$1,010

$1,010

$4,644

SP6 - Bring the World to AU and AU to the World

Existing Budget

$1,078

$1,015

$1,872

$2,336

$6,301

SP7 - Act on Values through Social Responsibility and Service

$535

$535

$365

$365

$41

$98

$1,939

SP8 - Engage Alumni in the Life of the University, On and Off Campus

$545

$1,060

$685

$742

$153

$208

$3,393

SP9 - Encourage Innovation and High Performance

$1,796

$1,962

$3,079

$3,628

$1,165

$1,694

$13,324

SP10 - Win Recognition and Distinction

$1,478

$1,088

$1,057

$937

$68

$773

$5,401

                 

ENABLING GOALS

             

EG1 - Diversify Revenue Sources

$687

$922

$350

$350

$1,280

$1,335

$4,925

EG2 - Employ Technology to Empower Excellence

$1,765

$2,218

$2,044

$2,502

$3,257

$3,395

$15,180

EG3 - Improve the University Library and Research Infrastructure

$430

$1,027

$723

$1,270

$370

$720

$4,540

EG4 - Forge Partnerships by Leveraging our Capital Location

$20

$20

$464

$464

$150

$150

$1,268

EG5 - Continue as a Model for Civil Discourse

$10

$0

Existing Budget

$10

EG6 - Align Facilities Planning with Strategic Goals

$775

$4,075

$5,000

$6,050

$11,978

$13,040

$40,918

TOTAL FUNDING

$16,847 $24,191 $27,680 $33,992 $27,156 $31,634 $161,500
                 
Expenditures for long-standing policies that support multiple goals of the strategic plan:  

Increase financial aid to match tuition and enrollment changes

$3,700

$9,350

$9,169

$13,489

$5,510

$8,890

$50,108

Implement performance-based salary increase for faculty and staff

600

1,125

3,900

9,850

3,600

9,400

28,475

Provide market-competitive health and benefit packages for faculty and staff

4,704

8,118

1,616

2,338

2,019

4,215

23,010

    $9,004 $18,593 $14,685 $25,677 $11,129 $22,505 $101,593

Table of Contents

Tuition and Housing Rates



Tuition Rates - Fall and Spring Semesters FY2013 FY2014 FY2015 FY13-14
Change
FY14-15
Change

Full-time Undergraduate (semester)

Part-time Undergraduate (credit hour)

Graduate (credit hour)

Continuing Full-time Graduate Business (semester)*

Continuing Part-time Graduate Business (credit hour)*

New Graduate Business (credit hour)**

Washington College of Law (semester)

Washington College of Law (credit hour)

Nondegree Undergraduate (credit hour)

Nondegree Graduate (credit hour)

Part-time Off-campus (credit hour)

$19,491

1,299

1,399

16,507

1,261

n/a

22,957

1,700

1,299

1,399

1,178
$20,066

1,337

1,440

17,332

1,324

1,440

23,634

1,750

1,337

1,440

1,213
$20,658

1,376

1,482

n/a

n/a

1,482

24,331

1,802

1,376

1,482

1,249
2.95%

2.95%

2.95%

5.0%

5.0%

n/a

2.95%

2.95%

2.95%

2.95%

2.95%
2.95%

2.95%

2.95%

n/a

n/a

2.95%

2.95%

2.95%

2.95%

2.95%

2.95%
 
Student Housing FY2013 FY2014 FY2015 FY13-14
Change
FY14-15
Change

Single Occupancy (semester)

Double Occupancy (semester)

Triple Occupancy (semester)

Nebraska Hall & Cassell Hall Single Occupancy (semester)

Nebraska Hall & Cassell Hall Double Occupancy (semester)

Centennial Hall Single Occupancy (semester)

Centennial Hall Double Occupancy (semester)

$5,845

4,663

3,413

6,077

n/a

6,077

4,848

$5,991

4,733

3,498

6,228

5,157

6,228

4,969

$6,140

4,804

3,585

6,383

5,285

6,383

5,093

2.5%

1.5%

2.5%

2.5%

n/a

2.5%

2.5%

2.5%

1.5%

2.5%

2.5%

2.5%

2.5%

2.5%

* A 5% increase in FY14 and FY15; full-time Graduate Business semester rate phased out after spring 2014
** Standard university graduate rates apply to new students enrolled as of summer 2013
Summer tuition rates are equal to rates for previous academic year.
Student housing rates include the $18 per semester Residence Hall Assoc. fee.
Meal plan rates will increase by 2.2% each year.

Table of Contents

American University Fall Full-Time Equivalent Enrollment



Fall
Semester

Under-
graduates

% Change
Since
1990

Visiting

Graduates

Non-
Degree

Sub-Total

% Change
Since
1990

Law

Law
as % of
Total

 

TOTAL

% Change
Since
1990

1990

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005*

2006*

2007

2008

2009

2010

2011

2012

2013 Budget

2014 Budget

5,361

4,930

4,692

4,623

4,460

4,700

4,797

4,797

4,919

4,912

5,161

5,343

5,500

5,493

5,583

5,619

5,757

5,721

5,931

6,346

6,577

6,698

6,685

6,703

6,722

 

(8.0%)

(12.5%)

(13.8%)

(16.8%)

(12.3%)

(10.5%)

(10.5%)

(8.2%)

(8.4%)

(3.7%)

(0.3%)

2.6%

2.5%

4.1%

4.8%

7.4%

6.7%

10.6%

18.4%

22.7%

24.9%

24.7%

25.0%

25.4%

506

461

564

464

426

330

457

382

334

318

472

438

393

457

484

421

382

296

316

234

241

261

322

308

308

2,028

2,200

2,435

2,590

2,496

2,469

2,392

2,285

2,176

2,198

2,166

2,134

2,312

2,421

2,393

2,301

2,202

2,293

2,333

2,583

2,697

2,531

2,691

2,834

2,884

688

655

652

592

542

504

425

450

416

375

366

355

249

181

232

263

245

357

404

253

339

338

371

377

377

8,583

8,246

8,343

8,269

7,924

8,003

8,071

7,914

7,845

7,803

8,165

8,270

8,454

8,552

8,692

8,604

8,586

8,667

8,984

9,416

9,854

9,828

10,069

10,222

10,291

 

(3.9%)

(2.8%)

(3.7%)

(7.7%)

(6.8%)

(6.0%)

(7.8%)

(8.6%)

(9.1%)

(4.9%)

(3.6%)

(1.5%)

(0.4%)

1.3%

0.2%

0.0%

1.0%

4.7%

9.7%

14.8%

14.5%

17.3%

19.1%

19.9%

1,077

1,068

1,067

1,163

1,184

1,137

1,182

1,229

1,245

1,336

1,317

1,354

1,458

1,415

1,527

1,498

1,529

1,528

1,519

1,609

1,644

1,640

1,651

1,603

1,614

11.1%

11.5%

11.3%

12.3%

13.0%

12.4%

12.8%

13.4%

13.7%

14.6%

13.9%

14.1%

14.7%

14.2%

14.9%

14.8%

15.1%

15.0%

14.5%

14.6%

14.3%

14.3%

14.1%

13.6%

13.6%

9,660

9,314

9,410

9,432

9,108

9,140

9,253

9,143

9,090

9,139

9,482

9,624

9,912

9,967

10,219

10,102

10,115

10,195

10,503

11,025

11,498

11,468

11,720

11,825

11,905

 

(3.6%)

(2.6%)

(2.4%)

(5.7%)

(5.4%)

(4.2%)

(5.4%)

(5.9%)

(5.4%)

(1.8%)

(0.4%)

2.6%

3.2%

5.8%

4.6%

4.7%

5.5%

8.7%

14.1%

19.0%

18.7%

21.3%

22.4%

23.2%

Source: Office of Institutional Research. Data as of the 5th week of the semester.
* Katrina students are not included in enrollment data.

Table of Contents

Market Comparison Average Undergraduate Tuition and Mandatory Fee Increases



 

American
University

AU Competitors
Average*

Private
Institutions**

AY95-96 to AY96-97

AY96-97 to AY97-98

AY97-98 to AY98-99

AY98-99 to AY99-00

AY99-00 to AY00-01

AY00-01 to AY01-02

AY01-02 to AY02-03

AY02-03 to AY03-04

AY03-04 to AY04-05

AY04-05 to AY05-06

AY05-06 to AY06-07

AY06-07 to AY07-08

AY07-08 to AY08-09

AY08-09 to AY09-10

AY09-10 to AY10-11

AY10-11 to AY11-12

AY11-12 to AY12-13
3.7%

4.6%

4.7%

4.8%

5.0%

5.1%

4.3%

5.9%

5.9%

6.5%

5.9%

5.9%

5.9%

5.1%

4.9%

3.7%

3.8%
4.9%

4.7%

5.6%

4.8%

4.5%

5.2%

6.3%

7.3%

6.4%

6.3%

6.0%

5.6%

5.5%

4.8%

4.5%

4.3%

4.0%
5.0%

5.0%

5.0%

4.7%

5.2%

5.5%

5.8%

6.0%

6.0%

5.9%

5.9%

6.3%

5.9%

4.4%

4.5%

4.5%

4.2%

AVERAGE

5.0%

5.3%

5.3%

* AU's competitors (private and public) identified by Office of Enrollment.
** Annually reported by the College Board.

Table of Contents

Faculty and Staff Merit Increase and Market Adjustments



 

Merit %

Staff Market

Faculty Market

FY1997

FY1998

FY1999

FY2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

FY2009

FY2010

FY2011

FY2012

FY2013

FY2014

FY2015

3.00%

3.00%

2.50%

2.50%

4.00%

4.00%

4.00%

4.00%

4.00%

3.75%

3.50%

3.70%

3.70%

3.00%

3.00%

3.00%

3.00%

2.50%

2.50%

$600,000

1,200,000

1,400,000

1,400,000

1,400,000

1,700,000

0

0

0

150,000

0

0

0

0

0

0

0

0

0

$300,000

265,000

225,000

350,000

800,000

943,000

0

0

0

100,000

0

110,000

120,000

100,000

100,000

400,000

400,000

400,000

400,000

Total

 

$7,850,000

$5,013,000

Note: Adjustments to the staff salary compensation bands will be implemented over three years beginning in FY14.

Table of Contents

Market Comparison Full-Time Undergraduate Tuition and Mandatory Fees



  School FY2012 FY2013 Increase FY12 to FY13
$ Percent

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30

George Washington University
Carnegie Mellon University
Bucknell University
Tulane University
Tufts University
Colgate University
Johns Hopkins University
University of Rochester
Boston College
Washington University in St. Louis
College of the Holy Cross
New York University
Boston University
Lafayette College
Emory University
Georgetown University
Vanderbilt University
Lehigh University
Fordham University
University of Miami
Case Western Reserve University
Northeastern University
American University
Syracuse University
Rice University
College of William and Mary*
Hofstra University
University of Dayton
University of Maryland - College Park*
University of Cincinnati*

$44,148
$43,812
$43,866
$43,434
$42,962
$42,920
$42,780
$41,802
$42,204
$41,992
$41,488
$41,606
$41,420
$41,358
$41,164
$41,393
$41,996
$40,960
$39,967
$39,654
$39,120
$38,252
$38,071
$37,667
$35,551
$35,409
$34,150
$31,640
$26,026
$24,942

$45,780
$45,760
$45,378
$45,240
$44,776
$44,640
$44,430
$43,926
$43,878
$43,705
$43,400
$43,204
$42,994
$42,980
$42,980
$42,870
$42,794
$42,220
$41,732
$41,220
$40,490
$39,736
$39,499
$39,004
$37,292
$36,753
$35,950
$33,400
$27,287
$25,816

$1,632
$1,948
$1,512
$1,806
$1,814
$1,720
$1,650
$2,124
$1,674
$1,713
$1,912
$1,598
$1,574
$1,622
$1,816
$1,477
$798
$1,260
$1,765
$1,566
$1,370
$1,484
$1,428
$1,337
$1,741
$1,344
$1,800
$1,760
$1,261
$874

3.7%
4.4%
3.4%
4.2%
4.2%
4.0%
3.9%
5.1%
4.0%
4.1%
4.6%
3.8%
3.8%
3.9%
4.4%
3.6%
1.9%
3.1%
4.4%
3.9%
3.5%
3.9%
3.8%
3.5%
4.9%
3.8%
5.3%
5.6%
4.8%
3.5%

  Average $39,392 $40,971 $1,579 4.0%

Notes: According to the College Board's annual tuition survey, the average in-state tuition and fees increase at public four-year institutions from AY2011-12 to AY2012-13 is 4.8%; the average tuition increase at private four-year institutions from AY2011-12 to AY2012-13 is 4.2%.

Sources: The Chronicle of Higher Education 10/24/12 issue; American University Competition Profile, Fall 2012

* State institutions indicate out-of-state tuition rates

Table of Contents

American University Updated Capital Budget Summary FY2014-2018

American University's capital budget is a multi-year financial plan to support the institution's long-term capital development goals, which involve strategic initiatives such as new construction, acquisitions, major renovations, and facility improvement of university buildings and campus infrastructure. AU's capital budgeting is a resource planning process that has been incorporated into the Campus Plan and academic priorities of the university.

Should the condition of the university operations and facility needs change, future capital projects for the next budget cycles (FY2016-2017 and FY2018-2019) will be modified to reflect those changes.



$000s omitted
Category

Summary of Major Projects

Prior Years

FY2014

FY2015

FY2016

FY2017

FY2018

Total Estimated Cost

I. New Construction Projects

Cassell Hall, Nebraska Hall, SOC at McKinley, WCL at Tenley, and East Campus

$70,200

$72,300

$99,000

$50,000

$8,000

$-

$299,500

II. Acquisitions

4401 Connecticut Avenue Building

49,500

-

-

-

-

-

49,500

III. New Projects Under Consideration

Science addition and renovation

-

2,000

6,000

17,000

10,000

-

35,000

IV. Major Renovation Projects

Athletics, Library, and housing improvements, faculty and administrative office expansion

2,400

5,000

5,100

5,300

9,500

2,500

29,800

V. Other Departmental Requests

Program and compliance projects

900

300

300

300

300

-

2,100

Total Capital Budget, FY2014 - 2018

 

$123,000

$79,600

$110,400

$72,600

$27,800

$2,500

$415,900

Table of Contents

American University Facilities Growth 1984-2016

AU Facilities Growth 1984-2016