The University of Toledo’s Path to Excellence

IV. Fiscal Positioning and Infrastructure


Build a strong financial foundation.

  1. Implement a budget model and process that allocates resources strategically in alignment with the priorities of the Strategic Plan, including a commitment to capital maintenance and improvement.
  2. Move toward establishing performance incentives in academic and administrative operations.
  3. Maintain a net income margin for The University of Toledo Medical Center (UTMC) that meets or exceeds expectations and provides sufficient funds for reinvestment to continue operating a successful hospital and ambulatory facilities.
  4. Manage debt in accordance with University policy in support of strategic capital investments and improvements that are aligned with this Strategic Plan, the Multiple-campus Master PlanThis provides a blueprint for development of facilities. and other executive priorities that support the core mission of the University.
  5. Align pricing and discounting with peer institutions, while balancing financial viability, recruitment and student affordability.
Capital funding increase in the annual operating budget 0% 2% annually F&A
Net income margin and investment capital of UTMC 0% 5% of net patient revenue UTMC, F&A
Colleges meeting their agreed-upon contribution goals 0% 100% Provost, All Colleges, DEM, F&A
Key leverage ratios, as measured by annual Moody's ratiosMeasurements of financial aspects of a university. Aa in both key leverage ratios A in both key leverage ratios F&A


Ensure adaptability, sustainability and fiscal health for academic programs.

  1. Develop and implement, through consultation with the colleges, performance goals relating to the fiscal health of each college, including goals relating to enrollment, research grants and productivity, and revenue-generating opportunities.
  2. Establish goals and align resource allocation by program for appropriate student-to-faculty ratios; cost per credit hour; number of organized class sections per faculty FTE based on national peer data provided in national cost study reports.An example is the National Study of Instructional Cost & Productivity.
  3. Ensure budget allocations are transparent and predictable, moving toward establishing performance incentives in academic and administrative operations.
Number of programs meeting their instructional efficiency goals (student-to-faculty ratios, cost per credit hour, number of organized class sections per faculty FTE) based on national peer data Baseline will be established in AY 2017-18 80% of programs meet their established goals Provost, All Colleges, F&A, IR


Increase revenue and operating efficiencies.

  1. Grow UT enrollment.
  2. Increase net tuition revenue through the implementation of the Strategic Enrollment Plan, including enrollment growth or reduced discounting.
  3. Maximize UT’s position in the State Share of Instruction (SSI)The formula through which Ohio public institutions of higher education are funded. formula by increasing course and degree completion.
  4. Increase revenue from the commercialization of research, cutting-edge medical discoveries and clinical practices through partnerships with industry.
  5. Maximize operating efficiencies through implementation of findings from a comprehensive review of administrative functions, operational processes and indirect cost recovery.Reviews of core and secondary administrative areas to develop performance metrics.
  6. Utilize the Division of Technology and Advanced Solutions to seek opportunities to generate external revenue or reduce/avoid cost through community college services, corporate relationships and academic content/products.
Total UT enrollment 20,648 22,000 Provost, All Colleges, DEM, F&A
Annual net revenue increase $753.7 million 2% annually F&A
Percentage share of the State Share of Instruction (SSI) funding pool 7.3% Range within 0.5% of market share Provost, All Colleges, DEM, F&A
Revenue from commercialization of research and technology transfer FY 2011-14: invention disclosure: 10.0; licenses: 2.2; license income: $128,629; reimbursement rate: 56%; startups formed: 0.40 UT Technology Transfer will continue to be one of the top performers in Ohio in the areas of invention disclosure, licenses, license income, reimbursement rate and startups formed per $10 million in research expenditures annually F&A, R&SP, All Colleges
Revenue generated or cost reduction/avoidance from technology services and products $1 million 20% growth annually IT, F&A
Cost savings from operating efficiencies Baseline will be determined after completion of assessment in AY 2017-2018 Goal to be determined after establishment of baseline F&A


Improve UT’s infrastructure.

  1. Implement renovation and new construction projects proposed for the first five years of the Multiple-campus Master Plan, contingent on available resources.
  2. Improve technology infrastructure by implementing a technology strategic plan that transforms all software applications, technical infrastructure and cloud-based solutions to best serve academic, administrative, research and patient-care processes.
  3. Provide a reliable, high-quality, integrated database that supplies common data for all reporting across the enterprise.
  4. Enhance library resources to support research excellence.
Completion of projects and initiatives proposed for the first five years of the Multiple-campus Master Plan 0% 100% F&C
State funds invested annually into deferred maintenance projects $4.125 million 30% from state funds annually F&A, F&C, GR
Completion of a UT technology strategic plan 0% 100% IT
Male student focusing in lecture Aerial view of main campus Two women sitting in common area
Last Updated: 6/27/22