CON Budget/Financial Principles and Practice - Revision history

Jbarrier at 02:06, April 21, 2026

2026-04-21T02:06:22Z

← Older revision		Revision as of 21:06, April 20, 2026
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	width="20">[[CON Resource Manual Appendices\|~~Appendices~~]]</td>		width="20">[[CON Resource Manual Appendices\|Procedures]]</td>
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	<td width="60%"><big>'''Budget/Financial Principles and Practices'''</big></td>		<td width="60%"><big>'''Budget/Financial Principles and Practices'''</big></td>
	<td width="40%"><big>~~Subsection~~: '''Appendix E'''</big></td>		<td width="40%"><big>'''Procedure:''' '''4101 (Appendix E)'''</big></td>
	</tr>		</tr>
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	<td width="60%">~~Section - Appendices~~</td>		<td width="60%">Procedures</td>
	<td width="40%">Originating Date: [[Special:PermanentLink/10255\|January 2009]]</td>		<td width="40%">Originating Date: [[Special:PermanentLink/10255\|January 2009]]</td>
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	<td>Revised: [[Special:PermanentLink/12645\|January 2015]]<br />Revised: January 2022 ([[Special:Diff/12645/{{REVISIONID}}\|changes]])</td>		<td>Revised: [[Special:PermanentLink/12645\|January 2015]]<br />Revised: [[Special:PermanentLink/15700\|January 2022]] ([[Special:Diff/12645/15700\|changes]])<br />Revised: April 2026 ([[Special:Diff/15700/{{REVISIONID}}\|changes]])</td>
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	<td colspan="2" valign="top">Related documents:<br /><div style="margin-left:3em; line-height:1.2;">~~Appendix T:~~ Clinical Revenue Distribution Plan</div></td>		<td colspan="2" valign="top">Related documents:<br /><div style="margin-left:3em; line-height:1.2;">Procedure 4180 - Clinical Revenue Distribution Plan</div></td>
	</tr>		</tr>
	</table>		</table>
	<br />		<br />
	===College Budget Priorities===		==College Budget Priorities==
	<ul style="margin-bottom:15px;">		<ul style="margin-bottom:15px;">
	<li style="margin-left:3em;">Salary for faculty and staff</li>		<li style="margin-left:3em;">Salary for faculty and staff</li>
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	</ul>		</ul>

	===Fund Distribution Guidelines===		==Fund Distribution Guidelines==
	====Extramural research funding====		===Extramural research funding===
	<p style="margin-bottom:15px; max-width:70em !important;">Extramural funding agencies (whether federal, state, or local for research or other special projects) should provide universities with faculty salary support and indirect cost revenue. In this way, universities are able to recover some of the costs incurred in doing such research or other projects. In turn, and to the extent possible within the context of the College’s missions, faculty grantees are released from a proportion of their university responsibilities and spend this portion of their time and effort on the externally funded projects that are paying that portion of their salary.</p>		<p style="margin-bottom:15px; max-width:70em !important;">Extramural funding agencies (whether federal, state, or local for research or other special projects) should provide universities with faculty salary support and indirect cost revenue. In this way, universities are able to recover some of the costs incurred in doing such research or other projects. In turn, and to the extent possible within the context of the College’s missions, faculty grantees are released from a proportion of their university responsibilities and spend this portion of their time and effort on the externally funded projects that are paying that portion of their salary.</p>

	====Indirect cost revenue====		===Indirect cost revenue===
	<p style="margin-bottom:15px;max-width:70em !important;">Indirect cost return, also known as facilities and administrative (F&A) costs, results from extramural grants and contracts. F & A dollars are distributed to NU and UNMC, and the College receives a lesser portion. These funds are used by the Dean in collaboration with the Associate Dean for Research in service of the College’s research mission, and largely support the Niedfelt Nursing Research Center. </p>		<p style="margin-bottom:15px;max-width:70em !important;">Indirect cost return, also known as facilities and administrative (F&A) costs, results from extramural grants and contracts. F & A dollars are distributed to NU and UNMC, and the College receives a lesser portion. These funds are used by the Dean in collaboration with the Associate Dean for Research in service of the College’s research mission, and largely support the Niedfelt Nursing Research Center. </p>

	====Salary supplemental compensation====		===Salary supplemental compensation===
	<p style="margin-bottom:15px; max-width:70em !important;">Faculty who hold an appointment of at least .5 FTE and the academic rank of instructor or above are eligible for NU’s Supplemental Compensation Plan. The Plan pertains to faculty who are PI Co-PI, Co-I, Project Director, or Co-Project Director of an extramural grant. The issue of supplemental compensation applies only when a portion of the person’s salary is compensated by the grant/contract. By NU policy, maximum salary supplement is 50% of freed up dollars, not to exceed 25% of base University salary. The award of supplemental compensation is at the discretion of the Dean and depends on such factors as workload adjustments and costs of the project to the College. Faculty have the option to take all or part of the supplemental compensation as salary or to allocate all or part of their supplemental compensation to a Professional Development Account.</p>		<p style="margin-bottom:15px; max-width:70em !important;">Faculty who hold an appointment of at least .5 FTE and the academic rank of instructor or above are eligible for NU’s Supplemental Compensation Plan. The Plan pertains to faculty who are PI Co-PI, Co-I, Project Director, or Co-Project Director of an extramural grant. The issue of supplemental compensation applies only when a portion of the person’s salary is compensated by the grant/contract. By NU policy, maximum salary supplement is 50% of freed up dollars, not to exceed 25% of base University salary. The award of supplemental compensation is at the discretion of the Dean and depends on such factors as workload adjustments and costs of the project to the College. Faculty have the option to take all or part of the supplemental compensation as salary or to allocate all or part of their supplemental compensation to a Professional Development Account.</p>

	====Faculty clinical practice revenue====		===Faculty clinical practice revenue===
	<p style="margin-bottom:15px; max-width:70em !important;">The College has a Clinical Revenue Distribution Plan for faculty who are providing direct clinical nursing services within their faculty role as negotiated through the CON’s Morehead Center for Nursing Practice. Revenue distribution is based on revenue exceeding expenses to the College, as follows. Faculty have the option to take all or part of the additional compensation from clinical practice revenue as salary or to allocate all or part of their additional compensation to a Professional Development Account. The College of Nursing Clinical Revenue Distribution Plan is described further in Appendix T.</p>		<p style="margin-bottom:15px; max-width:70em !important;">The College has a Clinical Revenue Distribution Plan for faculty who are providing direct clinical nursing services within their faculty role as negotiated through the CON’s Morehead Center for Nursing Practice. Revenue distribution is based on revenue exceeding expenses to the College, as follows. Faculty have the option to take all or part of the additional compensation from clinical practice revenue as salary or to allocate all or part of their additional compensation to a Professional Development Account. The College of Nursing Clinical Revenue Distribution Plan is described further in Appendix T.</p>

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	====Budget Guidelines====		===Budget Guidelines===
	<ul style="margin-bottom:15px; max-width:70em !important;">		<ul style="margin-bottom:15px; max-width:70em !important;">
	<li>Resource needs, broadly considered, include personnel and operating costs.</li>		<li>Resource needs, broadly considered, include personnel and operating costs.</li>

Jbarrier at 19:31, May 11, 2024

2024-05-11T19:31:58Z

← Older revision		Revision as of 14:31, May 11, 2024
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	<td width="60%">Section - Appendices</td>		<td width="60%">Section - Appendices</td>
	<td width="40%">Originating Date: [[~~CON Budget~~/~~Financial Principles and Practice version January 2009~~\|January 2009]]</td>		<td width="40%">Originating Date: [[Special:PermanentLink/10255\|January 2009]]</td>
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	<td>Revised: [[~~CON Budget~~/~~Financial Principles and Practice version January 2015~~\|January 2015]] <br />Revised: January 2022</td>		<td>Revised: [[Special:PermanentLink/12645\|January 2015]]<br />Revised: January 2022 ([[Special:Diff/12645/{{REVISIONID}}\|changes]])</td>
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Emrivera at 14:21, February 8, 2022

2022-02-08T14:21:28Z

← Older revision		Revision as of 09:21, February 8, 2022
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	===Fund Distribution Guidelines===		===Fund Distribution Guidelines===
	====Extramural research funding====		====Extramural research funding====
	<p style="margin-bottom:15px; max-width:70em !important;">Extramural funding agencies (whether federal, state, or local for research or other special projects) should provide universities with faculty salary support and indirect cost revenue. In this way, universities are able to recover some of the costs incurred in doing such research or other projects. In turn, and to the extent possible within the context of the College’s missions, faculty grantees are released from their university responsibilities and spend this portion of their time and effort on the externally funded projects that are paying that portion of their salary.</p>		<p style="margin-bottom:15px; max-width:70em !important;">Extramural funding agencies (whether federal, state, or local for research or other special projects) should provide universities with faculty salary support and indirect cost revenue. In this way, universities are able to recover some of the costs incurred in doing such research or other projects. In turn, and to the extent possible within the context of the College’s missions, faculty grantees are released from a proportion of their university responsibilities and spend this portion of their time and effort on the externally funded projects that are paying that portion of their salary.</p>

	====Indirect cost revenue====		====Indirect cost revenue====
	<p style="margin-bottom:15px;max-width:70em !important;">Indirect cost return, also known as facilities and administrative (F&A) costs, results from extramural grants and contracts. F & A dollars are distributed to NU and UNMC, and the College receives a lesser portion. These funds are used by the Dean in service of the College’s research mission, and largely support the Niedfelt Nursing Research Center. </p>		<p style="margin-bottom:15px;max-width:70em !important;">Indirect cost return, also known as facilities and administrative (F&A) costs, results from extramural grants and contracts. F & A dollars are distributed to NU and UNMC, and the College receives a lesser portion. These funds are used by the Dean in collaboration with the Associate Dean for Research in service of the College’s research mission, and largely support the Niedfelt Nursing Research Center. </p>

	====Salary supplemental compensation====		====Salary supplemental compensation====
	<p style="margin-bottom:15px; max-width:70em !important;">Faculty who hold an appointment of at least .5 FTE and the academic rank of instructor or above are eligible for NU’s Supplemental Compensation Plan. The Plan pertains to faculty who are PI, Co-PI, or Co-I ~~of an extramural research grant or senior~~ Project Director or Co-Project Director of an extramural ~~training or practice~~ grant~~/contract~~. The issue of supplemental compensation applies only when a portion of the person’s salary is compensated by the grant/contract. By NU policy, maximum salary supplement is 50% of freed up dollars, not to exceed 25% of base University salary. The award of supplemental compensation is at the discretion of the Dean and depends on such factors as workload adjustments and costs of the project to the College. ~~Division Assistant Deans recommend salary supplement percents~~ to the ~~Dean. In addition, they encourage faculty~~ to allocate ~~at least some~~ of their supplemental compensation to a Professional Development Account~~, given the limited College dollars for professional development and travel~~.</p>		<p style="margin-bottom:15px; max-width:70em !important;">Faculty who hold an appointment of at least .5 FTE and the academic rank of instructor or above are eligible for NU’s Supplemental Compensation Plan. The Plan pertains to faculty who are PI Co-PI, Co-I, Project Director, or Co-Project Director of an extramural grant. The issue of supplemental compensation applies only when a portion of the person’s salary is compensated by the grant/contract. By NU policy, maximum salary supplement is 50% of freed up dollars, not to exceed 25% of base University salary. The award of supplemental compensation is at the discretion of the Dean and depends on such factors as workload adjustments and costs of the project to the College. Faculty have the option to take all or part of the supplemental compensation as salary or to allocate all or part of their supplemental compensation to a Professional Development Account.</p>

	====Faculty clinical practice revenue====		====Faculty clinical practice revenue====
	<p style="margin-bottom:15px; max-width:70em !important;">The College has a Clinical Revenue Distribution Plan for faculty who are providing direct clinical nursing services within their faculty role as negotiated through the CON’s Morehead Center for Nursing Practice. Revenue distribution is based on revenue exceeding expenses to the College, as follows. Faculty ~~are encouraged~~ to allocate ~~at least some~~ of their compensation to a Professional Development Account.</p>		<p style="margin-bottom:15px; max-width:70em !important;">The College has a Clinical Revenue Distribution Plan for faculty who are providing direct clinical nursing services within their faculty role as negotiated through the CON’s Morehead Center for Nursing Practice. Revenue distribution is based on revenue exceeding expenses to the College, as follows. Faculty have the option to take all or part of the additional compensation from clinical practice revenue as salary or to allocate all or part of their additional compensation to a Professional Development Account. The College of Nursing Clinical Revenue Distribution Plan is described further in Appendix T.</p>

	<table style="max-width:40em !important;" cellpadding="5" cellspacing="0" width="80%" border="1">		<table style="max-width:40em !important;" cellpadding="5" cellspacing="0" width="80%" border="1">
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	<td align="left" width="50%">Faculty Member</td>		<td align="left" width="50%">Faculty Member</td>
	<td align="left" width="50%">50%</td>		<td align="left" width="50%">50%</td>
			</tr>
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			<td align="left" width="50%">Faculty Practice Fund</td>
			<td align="left" width="50%">10%</td>
	</tr>		</tr>
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	<td align="left" width="50%">Dept/Div</td>		<td align="left" width="50%">Dept/Div</td>
	<td align="left" width="50%">30%</td>		<td align="left" width="50%">10%</td>
	</tr>		</tr>
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	<td align="left" width="50%">Morehead Center for Nsg. Practice</td>		<td align="left" width="50%">Morehead Center for Nsg. Practice</td>
	<td align="left" width="50%">15%</td>		<td align="left" width="50%">25%</td>
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	<td style="background-color:#cccccc;" align="left" colspan="2">EXCEPTION: 9 month faculty ~~summer/holiday time~~</td>		<td style="background-color:#cccccc;" align="left" colspan="2">EXCEPTION: During the non-academic year, 9 month faculty distribution</td>
	</tr>		</tr>
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	<ul style="margin-bottom:15px; max-width:70em !important;">		<ul style="margin-bottom:15px; max-width:70em !important;">
	<li style="margin-left:3em;">Individual Faculty Professional Development Accounts</li>		<li style="margin-left:3em;">Individual Faculty Professional Development Accounts</li>
	~~<li style="margin-left:3em;">Division travel budget allocations</li>~~
	<li style="margin-left:3em;">Division development accounts</li>		<li style="margin-left:3em;">Division development accounts</li>
			<li style="margin-left:3em;">College professional development account (when available)</li>
	</ul>		</ul>

	===Summer Salary===		===Summer Salary for Educational or Practice Innovation Scholarship===
	<p style="margin-bottom:15px; max-width:70em !important;">When monies are available, 9-month faculty are eligible to apply for up to three months of summer salary to support projects and initiatives approved by the College. Projects and initiatives must be aligned with the College’s strategic plan. In the fall of each year, assuming the budget allows, the Executive Council evaluates the greatest need for the next year and alerts the Summer Salary Committee to the next summer’s focus. No more than twelve months of total salary support (academic plus summer salary) can be approved in a twelve month period.</p>		<p style="margin-bottom:15px; max-width:70em !important;">When monies are available, 9-month faculty are eligible to apply for up to three months of summer salary to support projects and initiatives approved by the College. Projects and initiatives must be aligned with the College’s strategic plan. In the fall of each year, assuming the budget allows, the Executive Council evaluates the greatest need for the next year and alerts the Summer Salary Committee to the next summer’s focus. No more than twelve months of total salary support (academic plus summer salary) can be approved in a twelve month period.</p>

	===Budget ~~Process===~~		===Annual Budget===
	~~====Budget Activity and Time Line=~~===		<p style="margin-bottom:15px; max-width:70em !important;">For purposes of unit budget planning, the following categories are considered by Division Assistant Deans:</p>
	<p style="margin-bottom:15px; max-width:70em !important;">Unit administrators with budget authority develop a proposed budget for the next fiscal year and are expected to monitor expenditures throughout the year. Budgets are “zero-based,” i.e., expenses and revenues balance with no carry-forward of year-end unexpended balances.</p>
	<p style="margin-bottom:15px; max-width:70em !important;">Each unit is responsible for activity planning for the next year. This includes a re-evaluation of assumptions, analyses, plans, and budgets used in the previous year's planning and budgeting process. Since goals and objectives may change from year to year, data that feed plans and budgets must be reevaluated each year to ensure that they reflect today's environment. A budget plan projects resource needs which are translated into dollar figures. For purposes of unit budget planning, the following categories are considered by Division Assistant Deans:</p>
	<ul style="margin-bottom:15px; max-width:70em !important;">		<ul style="margin-bottom:15px; max-width:70em !important;">
	<li>Personnel		<li>Personnel
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	<ul style="margin-bottom:15px; max-width:70em !important;">		<ul style="margin-bottom:15px; max-width:70em !important;">
	<li>Resource needs, broadly considered, include personnel and operating costs.</li>		<li>Resource needs, broadly considered, include personnel and operating costs.</li>
	<li>Unit budgets consist of personnel and travel~~. In addition, Division budgets~~ include operating dollars for basic office equipment and supplies.</li>		<li>Unit and Division budgets primarily consist of personnel and travel and may include operating dollars for basic office equipment and supplies.</li>
	<li>The College Operating Budget was fixed by NU many years ago and is inadequate to meet today’s needs; therefore, the same is true for ~~the~~ Division budgets.</li>		<li>The College Operating Budget was fixed by NU many years ago and is inadequate to meet today’s needs; therefore, the same is true for Unit and Division budgets.</li>
	<li>Salary lines are central and may be moved ~~in order~~ to meet strategic College needs.</li>		<li>Salary lines are central and may be moved between Units and Divisions to meet strategic College needs.</li>
	<li>As is the case with many other College activities, a partnership exists between ~~the units~~ and the Dean’s office. Unit administrators are accountable for ~~projecting~~ budgets based on needs; for controlling ~~their~~ budget; and for alerting the Dean’s office to needs beyond their budget. The Dean’s office is responsible for assuring compliance with established funding priorities and budgetary and other guidelines; for oversight of all budgets; and for transfer of funds among cost centers as needed.</li>		<li>As is the case with many other College activities, a partnership exists between Units, Divisions, and the Dean’s office. Unit leaders and administrators and Division Assistant Deans are accountable for providing input on their budgets based on needs; for controlling spending within the planned budget; and for alerting the Dean’s office to needs beyond their budget. The Dean’s office is responsible for assuring compliance with established funding priorities and budgetary and other guidelines; for oversight of all budgets; and for transfer of funds among cost centers as needed.</li>
	</ul>		</ul>

Emrivera at 14:03, February 8, 2022

2022-02-08T14:03:49Z

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	<td>Revised: January 2015</td>		<td>Revised: [[CON Budget/Financial Principles and Practice version January 2015\|January 2015]] <br />Revised: January 2022</td>
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	<td colspan="2" valign="top">Related documents:<br /><div style="margin-left:3em; line-height:1.2;">~~ ~~</div></td>		<td colspan="2" valign="top">Related documents:<br /><div style="margin-left:3em; line-height:1.2;">Appendix T: Clinical Revenue Distribution Plan</div></td>
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Emrivera: Created page with "

2022-02-08T14:00:25Z

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Emrivera at 13:59, February 8, 2022

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Jbarrier at 19:33, July 18, 2019

2019-07-18T19:33:26Z

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Afaylor: The HTML center tag has been used to center content. HTML should not be used for presentational purposes, but only for semantics to allow for different presentations of the content.

2018-09-07T15:14:00Z

The HTML center tag has been used to center content. HTML should not be used for presentational purposes, but only for semantics to allow for different presentations of the content.
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Jbarrier at 15:43, July 19, 2016

2016-07-19T15:43:34Z

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   <td width="60%">Section - Information</td>
   <td width="60%">Section - Appendices</td>

   <td width="40%">Originating Date: [[CON Budget/Financial Principles and Practice version January 2009|January, 2009]]</td>
   <td width="40%">Originating Date: [[CON Budget/Financial Principles and Practice version January 2009|January 2009]]</td>

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   <td>Revised: January, 2015</td>
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Jbarrier: /* Budget Activity and Time Line */

2015-04-29T21:45:42Z

Budget Activity and Time Line

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====Budget Activity and Time Line====
====Budget Activity and Time Line====

<p style="margin-bottom:15px; max-width:70em !important;">Unit administrators with budget authority develop a proposed budget for the next fiscal year and are expected to monitor expenditures throughout the year. Budgets are “zero-based,” i.e., expenses and revenues balance with no carry-forward of year-end unexpended balances.</p>
<p style="margin-bottom:15px; max-width:70em !important;">Unit administrators with budget authority develop a proposed budget for the next fiscal year and are expected to monitor expenditures throughout the year. Budgets are “zero-based,” i.e., expenses and revenues balance with no carry-forward of year-end unexpended balances.</p>

<p style="margin-bottom:15px; max-width:70em !important;">Each unit is responsible for activity planning for the next year. This includes a re-evaluation of assumptions, analyses, plans, and budgets used in the previous year's planning and budgeting process. Since goals and objectives may change from year to year, data that feed plans and budgets must be reevaluated each year to ensure that they reflect today's environment. A budget plan projects resource needs which are translated into dollar figures. For purposes of unit budget planning, the following categories are considered by Department Chairs and Division Deans:</p>
<p style="margin-bottom:15px; max-width:70em !important;">Each unit is responsible for activity planning for the next year. This includes a re-evaluation of assumptions, analyses, plans, and budgets used in the previous year's planning and budgeting process. Since goals and objectives may change from year to year, data that feed plans and budgets must be reevaluated each year to ensure that they reflect today's environment. A budget plan projects resource needs which are translated into dollar figures. For purposes of unit budget planning, the following categories are considered by Division Assistant Deans:</p>

<ul style="margin-bottom:15px; max-width:70em !important;">
<ul style="margin-bottom:15px; max-width:70em !important;">

<li>Personnel
<li>Personnel