Resources and Templates
The university's budget includes a variety of revenue sources that reflect the diversity and scope of Ohio State's activities. The following overview provides a broad introduction to the university's revenue sources and budget model.
Overall, the university generated nearly $7 billion in revenue in fiscal year 2017, split between patient care and Ohio State's academic enterprise.
There are three main types of revenue:
- General funds
- Earnings (from the Wexner Medical Center, teaching clinics, athletics, conferences, core labs)
- And restricted funds, which may be used only for designated purposes. Examples include:
- Endowment (interest & principal)
- Current Use Gifts (one-time cash)
- Grants and Contracts (non-OSP)
- Plant Funds (capital and infrastructure)
- Office of Sponsored Programs (grants)
Revenue sources by college
Each college relies on a different mix of revenue based on its mission. Some are largely reliant on general funds, such as tuition and the State Share of Instruction. Others have substantial earnings revenue from clinical operations and/or restricted funding through grants or other sources.
How the budget model distributes general funds
The university's budget model determines the distribution of general funds to Ohio State's colleges and administrative support units.
The budget model begins with the present budget allocation (PBA) for each college or unit from the previous year, and then makes adjustments based on two factors:
- Resources available (annual marginal change in resources)
- Commitments (annual marginal change in commitments)
The result determines the allocation of general funds for the following fiscal year.
Budget detail: Factors affecting annual adjustments
Factors affecting the annual marginal change in resources include:
- Enrollment trends, both overall and by college.
- Tuition rates, both as set by the university and as determined by enrollment mix. Undergraduate tuition rates differ for Ohio residents, U.S. non-residents and international students, so the mix of students can affect resources available as well.
- State funding through the State Share of Instruction (SSI)
The annual marginal change in commitments is affected by these factors:
Central taxes totaling 24%
|19% central tax|
Supports units such as the President’s Office, OAA, Treasurer’s Office, Controller, Public Safety, and University Landscaping.
Also supports promotion and tenure and strategic initiatives.
These taxes apply to:
- State Subsidy (SSI)
- Instructional Fees
These taxes do not apply to:
- Indirect Cost Recoveries
- Differential Fees
- Program Fees
- Technology Fees
Plant Operation and Maintenance
Annual changes in expenses are allocated to the units based on the assigned square footage recorded in the university’s space inventory.
The square footage is multiplied by a flat rate per square foot for four types of costs:
- custodial service
- and in some years, renewal & replacement and deferred maintenance
Units that have leased space are responsible for additional leased space and rent increases.
Research cost allocation covers the budgets of units that support sponsored research.
Individual colleges are allocated a research cost proportional to their Modified Total Direct Cost expenditures.
Central tax funds the administrative components of the Office of Research that have university-wide responsibilities (e.g. Office of Responsible Research Practices).
Student service assessments
There are three separate Student Service Cost Pools:
- Cost Pool 1 (Undergraduate):90% of this cost pool is Undergraduate Financial Aid. Also includes operating budgets for Financial Aid and First Year Experience. Expense is allocated by average undergraduate credit hours.
- Cost Pool 2 (Graduate): 83% of this cost pool is Non-Resident Fee Authorizations and Graduate Fellowships. This is the largest cost pool and includes operating budget of the Graduate School. Expense is allocated by average graduate credit hours.
- Cost Pool 3 (All Students):This is the smallest cost pool and includes portions of operating budgets for Student Affairs, Academic Affairs, and new Library Acquisitions. Expense is allocated by an average of ALL credit hours. Majority of study abroad assessment included in this pool.
- Fees & Charges
|Data Dimension||BuckeyePlan 2.0 Value / Source||BuckeyePlan 3.0 Value / Source||Mapping Notes|
|Cost Center||Virtual Cost Center mapped from PeopleSoft Org; based on cost centers created as of November 2018||Workday Cost Center mapped from BuckeyePlan 2.0 value; based on cost centers existing as of November/December 2019||Income statement activity based on LEDGER ORG; equity balances based on OWNER ORG for non-GFSA and non-OSP funds.|
|Fund||Fund Group mapped from PeopleSoft Fund||Workday Fund mapped from BuckeyePlan 2.0 value||May yield a different result than Actual mapping due to mapping based on much less granular detail; e.g. College of Medicine Practice funds would have been included in the Grants and Contracts fund group and included in a Workday Grants and Contracts fund in conversion.|
|Account||Virtual account mapped from PeopleSoft Account||Workday Ledger Account + Workday Revenue Category or Workday Spend Category (if applicable) mapped from BuckeyePlan 2.0 value|
|Balancing Unit||No Balancing Unit||Workday Balancing Unit mapped from BuckeyePlan 3.0 Cost Center Value, based on Related Balancing Unit worktag associated with Workday Cost Center|
|Program||No Program||No Program|
|Assignee||No Assignee||No Assignee|
|Other Worktag||No Worktag||No Worktag|
|data dimension||BuckeyePlan 2.0 value / Source||buckeyeplan 3.0 value / source||mapping notes|
|Cost Center||Virtual Cost Center mapped from PeopleSoft Org; based on cost centers created as of November 2018||Workday Cost Center mapped from full FDM translation process from PeopleSoft data extract||All mapping based on OWNER ORG for all non-GFSA and non-OSP funds; GFSA and OSP funds mapped based on LEDGER ORG.|
|Fund||Fund Group mapped from PeopleSoft Fund||Workday Fund mapped from full FDM translation process from PeopleSoft data extract||May yield a different result than Forecast/Plan mapping due to mapping based on much more granular detail; e.g. College of Medicine Practice funds are mapped to Designated funds based on individual fund number mapping.|
|Account||Virtual account mapped from PeopleSoft Account||Workday Account mapped from full FDM translation process from PeopleSoft data extract; added Revenue Category or Spend Category as needed based on PeopleSoft account value||E.g. Office Supplies (PeopleSoft Account 61201) was mapped by the translation tool to Ledger Account 62000 (Supplies) ONLY. FP&A added Spend Category SC10473 to associate balances in that PeopleSoft Account as identifiable as Office Supplies. Same applies to breakouts of Revenue into Revenue Categories.|
|Balancing Unit||No Balancing Unit||Workday Balancing Unit mapped from full FDM translation process from PeopleSoft data extract|
|Program||No Program||Workday Program mapped from full FDM translation process from PeopleSoft data extract|
|Assignee||No Assignee||Workday Assignee mapped from full FDM translation process from PeopleSoft data extract|
|Other Worktag||No Worktag||Workday Area or Activities/Events mapped from full FDM translation process from PeopleSoft data extract. If actuals data includes both Area and Activities/Event worktags, Area wins; very few collisions (<10 total).|