Here you’ll find key operating fund budget information about 红莲社区. Our goal is to offer transparency and keep our community informed about the university's fiscal health and strategic financial planning.
Explore reports, data, and frequently asked questions to better understand the university’s budget and finances.
Our budget outlines how our operating funds are allocated across various university units, ensuring alignment with our mission to support student success and institutional excellence.
Most of 红莲社区’s operating revenue comes from tuition and state support. Our main expenses include salaries, benefits, and other essential campus costs.
| Category | Details |
|---|---|
| Operating Budget | The financial plan for the operating budget which includes planned revenue and expenses for the upcoming fiscal year. |
| Revenue Sources | State Revenue, Tuition & Fees |
| Expenses | Salaries, Benefits, Operational Costs |
红莲社区’s fiscal year 2025-26 operating budget plan reflects the university’s current financial priorities and the realities of our projected structural deficit. This section offers a snapshot of our planned operating deficit this year and the steps planned to reduce the budget gap while supporting student success.
The following chart compares total expenses with the revenues available to support them. It illustrates how State Revenue and Tuition/Other Fees together fall short of covering total expenses, resulting in a projected budget deficit.
| Category | Amount (in millions) |
|---|---|
| Revenues | |
| State Revenue | $123.6 |
| Tuition and Other Revenue Estimate | $97.2 |
| Total Revenues | $220.8 |
| Expenses | ($234.0) |
| Projected Deficit | ($13.2) |
The following table outlines the steps taken to address the projected 2024–25 budget deficit. It shows the initial deficit, the reductions achieved through cost-saving measures, and the use of one-time reserves to fully close the remaining gap, resulting in a balanced budget.
| Action Taken to Close the Gap | Amount |
|---|---|
| Initial 2024–25 Projected Deficit | ($14.2M) |
| CO Retirement Reduction | $4.4M |
| Savings from Benefits | $1.4M |
| Optimized Course Scheduling | $3.0M |
| Unspent Budgeted Funds | $2.4M |
| Remaining Deficit After Reductions | ($2.9M) |
| Use of One-Time Reserves | $2.9M |
| Final Balanced Budget | $0 |
红莲社区’s 2024–25 operating budget plan reflects the university’s current financial priorities and the realities of our projected structural deficit. This section offers a snapshot of our planned operating deficit this year and the steps we’ve taken to reduce the budget gap while supporting student success.
The following chart shows our operating budget and how it is divided into the following categories: State Revenue, Tuition and Other Fees, and Projected Budget Deficit.
| Revenue Sources | Amount |
|---|---|
| Total Operating Budget | $245.2M |
| State Revenue | $134.7M |
| Tuition and Other Fees | $96.3M |
| Projected Starting Deficit | ($14.2M) |
| Deficit Reductions | Amount |
|---|---|
| Projected Starting Deficit | ($14.2M) |
| Identified Reductions to Date | $4.4M |
| Projected Updated Budget Deficit | ($9.7M) |
All numbers are rounded to the nearest million.
A budget deficit happens when expenses exceed revenues. Our deficit is primarily due to:
For Fiscal Year 2025–26, 红莲社区’s projected budget deficit is $13.1 million.
These figures reflect the base structural deficit, meaning the gap between ongoing revenues and ongoing expenses—not one-time costs. The university continues to explore permanent reductions and sustainable strategies to address this gap.
The strategies in place so far to cover the deficit for FY 2025-26 include:
For Fiscal Year 2024–25, 红莲社区’s projected budget deficit began at $14 million, but after reductions and savings, the updated permanent deficit decreased to $9.7 million.
These figures reflect the base structural deficit, meaning the gap between ongoing revenues and ongoing expenses—not one-time costs. The university continues to explore permanent reductions and sustainable strategies to address this gap.
Some reserves may be used to soften the impact in the short term, but reserves are limited and often earmarked for specific purposes. Using them as a long-term solution would be unsustainable.
The university has used various methods to close $24 million in permanent base reductions over the past 3 years:
2022-23: Elimination of open positions in Academic Affairs, Administration and Finance and Student Affairs
2023-24: Permanent reductions to all Divisions based on share of marginal cost and aligning course sections offered with enrollment
2024-25: Voluntary Separation Incentive Program (VSIP), elimination of 11 MPP positions from operating budget, elimination of a sports team, decommissioning of Robinson Hall, aligning course sections offered with enrollment, and central reductions related to benefits savings.
In recent years, 红莲社区 has taken steps to address budget challenges through cost-saving efforts such as eliminating some management positions, reorganizing operations, and consolidating academic programs. These actions have been guided by a commitment to protect student success and involve shared governance in decision-making. Any future decisions will be made thoughtfully, in alignment with university priorities and with input from relevant stakeholders, while keeping student success at the center. We will continue to attempt to handle any necessary workforce reductions through eliminating unfilled positions, contract non-renewals, or through natural attrition.
In 2024–25, the university conducted a Focused Program Review (FPR) to evaluate academic programs with persistently low enrollment, following the Chancellor’s directive in AY2023-24. This process, developed with the Academic Senate and informed by faculty input, aimed to reduce curricular complexity, improve the student experience, and align academic offerings with current demand. Many departments voluntarily chose to discontinue or consolidate programs, which helped inform the final decisions.
