USF Lone Mountain trees
University of San Francisco

Office of Planning and Budget

Mission & Strategic Goals

Mission Statement

The Office of Planning and Budget within the Center for Institutional Planning and Effectiveness (CIPE) serves the institution's Strategic Priorities through budget development, ensuring future plans support the Vision, Mission and Values of the University of San Francisco. Enabling University-wide planning, we are committed to transparency and consistency in the compilation, consolidation, and review of plans and their budgets.

Strategic Goals

Consistent with the University Goals, the following goals are prioritized:

    1. Ensure that our institutional planning process allows us to purposefully advance the University's mission.
    2. Recruit and retain excellent staff that are committed to USF's mission, share its values, and embrace its "culture of service".
    3. Ensure that the Office Planning and Budget contributes actively to the implementation and adoption of our new planning software, Hyperion Planning.
    4. Develop tools and analyses that help leadership make informed decisions which ensure USF's long-term financial stability.
    5.  Promote transparency of institutional financial resources.

Office Reports

The Board of Trustees Approved Operating Budget, Tuition and Fee Recommendation, Faculty and Staff Position Audit, Activity Analyses, and Forecast reports can be accessed on our secure intranet site.

Planning Resources

Budget Assist, the University's online operating budget request tool, provides a Mission focused, standardized budget request platform. For both new and contractual budget initiatives, users provide a set of qualitative inputs, budgets and scores. An adaptation of the University's Service Now software, supporting files can also be attached.

Once requests are reviewed by Planning & Budget for completeness, they are forwarded to their respective unit and division leaders for electronic approvals. The University's leadership will consider all division approved initiative requests for funding as part of the next fiscal year's budget creation process.

Budget Assist can be accessed through USF Connect or directly at USF Support. Help text is provided throughout. Approval instructions can be accessed here.

Requests to modify or create academic programs have a separate, yet connected, review and approval process. Associated Budget Assist requests are completed by the Office of Planning and Budget once the new academic program budget worksheet (template below) is completed by the sponsoring school or college.

  • New Academic Program Proposal Budget Worksheet
  • Finance System Services

    The Office of Planning and Budget provides training for Banner Finance system users. Below is a list of scheduled training dates for Self-Service Banner (SSB) for Finance, Banner e-Print Reports, and Business Intelligence (BI) Business Managers Report Domain. One-on-one and small group trainings are also available. Please email Sharon Li if you would like to schedule a training session.

    Banner Finance Training Dates
    Date      Day Time Location
    7/29/2015 Wednesday 3pm - 4:30pm CIT002
    8/26/2015 Wednesday 3pm - 4:30pm CIT002
    9/30/2015 Wednesday 3pm - 4:30pm CIT002
    10/28/2015 Wednesday 3pm - 4:30pm CIT002
    11/18/2015 Wednesday 3pm - 4:30pm CIT002
    12/16/2015 Wednesday 3pm - 4:30pm CIT002

    The Center for Instruction & Technology (CIT) classrooms are located in the School of Education building.

    The Quick Guide includes contact information, notes from the Self-Service Banner for Finance training session, e-Print reports, web resource information, and a table of Banner Accounts Expense codes. The Reports Overview is a one-page summary of available e-Print reports for Finance. The e-Print User Guide 4.0 is an additional resource for configuring and navigating the e-Print system.

    Confirm/Establish Access for SSB for Finance, e~Print Reports, and Business Intelligence (BI) Business Managers Report Domain

    For access to the resources listed above, contact Ivy Efendioglu. Please establish and confirm your access before attending training.

    Budget Transfer via SSB for Finance

    With the introduction of Self-Service Banner Finance, Business Managers have the option of performing one-time transfers of discretionary budgets between their organizations and/or budget pools. The Self-Service Banner Budget Transfer Guide describes how to perform your own budget transfers.

    Tableau Training and Finance Database Cubes

    We also provide access to financial data through Tableau and Excel database cubes for decision makers. Tableau reports allow users to easily interpret information visually as well as access the underlying data. The software lends itself to easily sharing information with other authorized individuals. The Excel database cubes display information from the operating ledger, transaction ledger, and other sources for your divisions. Organizational, fund, and account hierarchies have been incorporated into the file to allow you to view your financial information from a variety of perspectives. All funds and transactions are included for a user's area. For more information regarding access and training for these reporting resources, please contact, Sean Matthews at ext. 6145.

    About Self-Service Banner (SSB) for Finance & e~Print Reports

    Self-Service Banner for Finance has several aids to find information within Banner Finance. This web-based information management tool allows users to query budget, actual, and encumbrance activity at both the summary and detail level. It enables transaction detail “drill-down” as well as access to associated individual purchase requisitions and orders. It also provides FOAPAL Codes Lookup and the capacity of Saving/Deleting (query) Templates. Additionally, account managers will be able to use it to submit unrestricted, discretionary budget transfers; and create purchase requisitions.

    e~Print is the University’s on-line report repository. The Finance Daily and Monthly Repository contains the following key reports:

    • FGRBDSC Budget Status (Current Period)
    • FGRODTA Organizational Detail Activity
    • FGROPNE Open Encumbrances Report
    • FZRBDSC Organization and Account Type Summary

    The first three reports are available to organization business managers. The last report is only available to unit business managers. To login to e~Print, use your USF Connect username and password. Please contact the originating departments if you have questions regarding specific transactions. More detail regarding the information contained in the reports is available on the e~Print Reports Overview document under the Quick Links menu on the right of this page. If you cannot access e~Print, or need additional information, please contact Ivy Efendioglu at ext. 2731.

    Business Intelligence (BI) Business Managers Report Domain

    (Being phased out during Fiscal Year 2016)

    BI provides web-based, parametized reports and charts. The existing BI reports cover a number of topics including: Finance Transaction Activity, Fund Balances (Restricted), Unit Summary (Unrestricted), Org Budget Summary, Current Budget, Chart Hierarchies, Multi-Year Unit Comparison (Unrestricted), Organization Summary (Unrestricted), Active Employee Report, Activity Code Summary. Please contact Sean Matthews to arrange a time for training on utilizing the BI reports in your role. If you cannot access the BI tab via USF Connect please contact Ivy Efendioglu.

    FY17 Budget Development Timeline

    • 9/9/2015 Leadership Team meeting; anticipated fall 2015 census results are presented by CIPE
    • 9/11/2015 Fall 2015 Census; continuing student model and net tuition model refreshed
    • 9/16/2015 Board eBook deadline: summer and fall enrollments, FY16 operating forecast
    • 9/25/2015 Board of Trustees meeting
    • 10/5/2015 Budget Assist is opened for FY17 requests; continuing and new student enrollment target spreadsheets issued
    • 10/7/2015 Leadership Team meeting
    • 10/15/2015 Continuing and new student enrollment target spreadsheets due
    • 10/25/2015 Continuing and new student enrollment targets are approved by CIPE and SEM
    • 11/10/2015 Provost's Council approves tuition and fee recommendations, as well as enrollment targets
    • 11/11/2015 Leadership Team meeting
    • 11/18/2015 Cabinet and President approve tuition and fee recommendations, as well as enrollment targets
    • 11/20/2015 Budget Assist is closed
    • 11/25/2015 Board eBook deadline: FY17 tuition and fee recommendations, FY16 operating forecast update
    • 12/4/2015 Board of Trustees meeting: approval of tuition and fee recommendations, as well as enrollment targets
    • 12/16/2015 Leadership Team meeting
    • TBD/2016 Leadership Team retreat
    • 1/29/2016 NCAP process must be complete for all summer/fall 2016 program launches/cancellations
    • 1/29/2016 Due date for Provost to approve all FY17 cohort/program launches/cancellations
    • 2/10/2016 Leadership Team meeting (FY17 Budget Assist presentations)
    • 2/11/2016 Budget Assist Qualtrics survey is released to Leadership Team
    • 2/12/2016 Spring 2016 Census; continuing student model and net tuition model refreshed
    • 2/15/2016 Continuing and new students enrollment target spreadsheets reissued for updates
    • 2/16/2016 Budget Assist Qualtrics surveys due from Leadership Team
    • 2/17/2016 Cabinet meeting
    • 2/18/2016 Revised continuing and new student enrollment target spreadsheets due
    • 2/19/2016 Revised continuing and new student enrollment targets are approved by CIPE and SEM
    • 2/23/2016 Budget Assist decision‐making spreadsheet issued to the President
    • 2/25/2016 Budget Assist decision‐making spreadsheet returned by the President
    • 2/26/2016 CIPE communicates the President's Budget Assist decisions to members of the Leadership Team, as appropriate
    • 3/2/2016 Cabinet discusses anticipated budget‐balancing efforts
    • 3/4/2016 Cabinet members deliver budget savings initiatives to CIPE, if necessary
    • 3/9/2016 Leadership Team meeting (FY17 Board operating budget document available); President comments on Budget Assist decisions
    • 3/9/2016 Board eBook deadline: FY17 Board operating budget documents, FY16 operating forecast update
    • 3/18/2016 Board of Trustees meeting: approval of FY17 operating budget
    • 4/13/2016 Leadership Team meeting
    • 4/18/2016 FY17 operating budget uploaded to Banner Finance
    • 5/11/2016 Leadership Team meeting
    • 6/1/2016 Board eBook deadline: Review of anticipated FY17 enrollment, FY16 operating forecast update
    • 6/1/2016 FY17 begins
    • 6/7/2016 Board of Trustees meeting

    Budget Policies

    Created Fall, 2007; Updated Fall, 2014


    Much of the Budget activity will flow from on-going operations, formula-based increases and from approved Planning Initiatives. University budgets will remain static except for the following:

    • Tuition Revenue budgets are formulated each year based upon enrollment projections set by the Deans and approved by Academic Affairs, and the tuition rates, as approved by the Board of Trustees
    • Non-tuition revenue items will be projected by the responsible managers and reviewed and approved by the respective Leadership Team members.
    • Compensation increases will be determined after considering the recommendations from Human Resources, based on market conditions and contracted obligations with bargaining units
    • Capital will be incorporated into the planning and budget process
    • Contracts will be budgeted consistent with the University contract obligations

    All University revenues are recorded and treated as general fund revenues. Therefore, all requests for reallocation of revenue, either increase or decrease, should be directed to the Leadership Team, through the Office of Planning and Budget, for approval and verification of appropriateness given all University priorities, opportunities and constraints.


    University departments should not re-charge other university departments for services rendered, including, but not limited to use of space, time, or equipment.

    Faculty and Staff Salary Budgets

    Each unit shall maintain an adequate budget to fully fund all positions – the elimination of a position budget is equivalent to the elimination of a position. Any surplus or deficit resulting from over or under expenditure of budget in salaries will not result in carryforward. Vacant faculty positions should be budgeted at the rank and step that the school or college expects to fill the position. Vacant staff positions should generally be budgeted at the ending salary of the most recent incumbent, or at 90% of compensation target ratios as calculated by Human Resources. The faculty budget can be moved among faculty salary categories and staff budget can be moved among staff salary categories.


    The University should maintain an operating reserve for revenue and expenses. The enrollment projections should be the rational indicators that drive reserves. The university has a cash balance which can be accessed in dire emergency, and has restricted funds, which could function as reserves in the case of a cataclysmic event.


    Carryforward has been eliminated except for major purchase requisitions, approved on a case by case basis.

    Student Fee Process

    Created Fall 2007; Updated Fall 2014

    Tuition at the University of San Francisco is generally expected to be an all-inclusive cost. Institutional Fees are assessed to every student who matriculates in an academic program and/or resides on campus. Departmental Fees are assessed on a case by case basis to the individual student.

    Fees generally fall into one of seven distinct categories: (1) Application, (2) Student Government, (3) External providers of student services, (4) Residence Hall and Meal Plan, (5) Student requested services, (6) Program specific services and, (7) Penalty. Please refer to the University website for details on current fees.

    This document outlines the process to establish, eliminate, increase or decrease student fees. The sequence parallels the University’s Tuition and Fee Recommendation Process coordinated by the Office of Planning and Budget.

      1.Requesting Department reviews the need for a new or adjusted student fee and drafts the proposal to be reviewed by:
      • Department Manager
      • Unit’s Budget Manager
      2. Fee Proposal Review and confirmation of dollar impact of proposal by:
      • Restricted funds involved - AVP of Business and Finance, Frank Wasilewski
      • Unrestricted fund involved - AVP of Planning and Budget, Michael Harrington
      3. Review and endorsement of proposal by the Unit’s VP:
      • To be completed no later than November 15th
      • Send request to Vice Provost of Budget, Planning, and Effectiveness, Jeff Hamrick
      • Institutional Fee proposal shared with Leadership Team as part of Tuition and Fee Recommendation Process
      • Departmental Fee is approved by Unit VP and, as warranted, shared with the Leadership Team
      4.Approval or denial of new or adjusted student fee
      • Institutional Fee decision made at Cabinet and/or Board level through inclusion in Tuition and Fee Recommendation Process
      • Departmental Fee decision made by Unit VP
      5. Fee schedule updated and shared with University Managers. Fee communicated to campus community:
      • Institutional fees are part of the Tuition and Fee Schedule published by Student Accounts and communicated by the President
      • Departmental fees are published on the University website and communicated by responsible Department

    Revenue Sharing Policy for Non-degree Classes and Programs

    Created Fall, 2007; Updated Fall, 2014


    The purpose of this policy is to outline the structure, process, and conditions applicable to the revenue-sharing option effective spring 2008. This revenue-sharing policy will apply to all existing and new non-degree, non-credit classes and programs.

    Each existing and new non-degree class and program will be set up on a stand-alone basis. This will simplify record-keeping while maximizing the revenue-sharing allocation. From the apportioned revenue, each non-degree class and non-credit program is expected to cover all class and program costs. The residual will remain with the college and will carry forward year- over-year and is available to be spent by the Dean at his/her discretion.

    Small-scale projects (courses and programs):
    Defined as having net fee revenue under $100K
    100% of the first $50K
    50% of amounts between $50 and $100K

    Medium-scale projects (courses and programs):
    Defined as having net fee revenue over $100K and up to $500K
    100% of the first $75K
    50% of amounts between $75 and $500K

    Large-scale projects (courses and programs):
    Defined as having net fee revenue over $500K
    100% of the first $100K
    50% of amounts over $100K

    Other considerations:
    1. Net fees is defined as gross fees charged less discounts and fee waivers.
    2. A review of the classes and programs including their financial performance will be completed every five years.
    3. Annual summaries (including financial results) will be shared with the campus community.