Budgeting a Stronger Future

Budgeting a Stronger Future

Our Values

We invest in meaningful relationships that leverage our respective talents and strengthen the Warhawk family, and we champion the endeavors of our faculty, staff, students, and alumni.   

Diversity and opportunity
We believe in the dignity of all individuals and we cultivate an accessible, inclusive, and equitable culture where everyone can pursue their passions and reach their potential in an intellectually stimulating and respectful environment.

We embrace principles of honesty, fairness, and ethical standards to foster an environment of mutual trust.

Learning and academic excellence
We engage all members of the campus community in learning, research, scholarship, and creative endeavors through powerful academic and co-curricular experiences in an environment that values academic freedom.   

Service and social responsibility
We bring the knowledge and resources of the university into the communities we serve to solve problems, improve the quality of life, and create a more sustainable society.   

Shared governance
We make decisions based on strategy, evidence, and transparent, collegial dialogue and we hold one another accountable. 

See UW-Whitewater's full mission, vision and values »

There are a number of factors that have contributed to the change in the estimate. 

  • The first is the cancellation of approximately 12% of housing contracts, which impacted housing and dining by approximately $3 million.
  • The second is a 2%-greater-than-expected decline in undergraduate students due to COVID-19, which impacts tuition revenue by approximately $1.5 million.
  • The third is greater spending on COVID-related supplies and staff to maintain a safe campus and encourage proper social distancing. The impact of this item was approximately $1.5 million.
  • The final impact is that we are considering the lower COVID enrollment to be the new baseline in future years rather than just a one-time impact.

The increase in expense from FY21 to FY22 includes adding the unbudgeted items into the expense budget, adding costs for increases expected in utilities, and no longer employing furloughs and limitations to travel as cost-savings strategies.

The combined deficit for FY2021 is projected to be $5.4 million.  The combined deficit for FY2022 is projected at $17.3 million. Because there can sometimes be limits on how some funds can be used, we will break down these numbers into the tuition, auxiliary and operating fund categories.

The cabinet meetings that include BOC recommendations are not open meetings but do have representatives from each governance group. We are also working with updates to the Budget website to provide results of recommendations.

Faculty governance representatives have a role as part of the BOC and also attend the cabinet meetings where BOC recommendations are discussed. In addition, all faculty and staff are encouraged to submit budget ideas on the BOC website.

The first focus will be to identify the savings from the Voluntary Separation Incentive Program as well as vacancies. Once these have been evaluated, any additional personnel decisions will be made as part of the FY2021-2022 budget approximately February 2, 2021.

No. Voluntary Separation Incentive Program rules require the age limit of 55 years old.

The Chancellor has asked faculty to continue with the program optimization process including a review of all academic programs using a common set of review metrics and leading to a categorization of programs (e.g., growth, continuing, declining).


Events for Academic Year 2020-2021


  • Chancellor Chat, 11 a.m. - 12 p.m., Webex


  • Budget Town Hall, 12 - 1:00 p.m., Webex


  • Budget Town Hall, 12 - 1:00 p.m., Webex
See Events from Academic Year 2019-2020 »


Communications for Academic Year 2020-2021







See Communications from Academic Year 2019-2020 »

BOC Process and Budget Timeline


Step Description



1 Distribute Revenue Workbooks Week of Nov. 9 Budget Office
2 Start working on expense workbook template Week of Nov. 16 Budget Office
3 BOC meets and communicates revenue and budget cut ideas to Cabinet Nov. 9 - Jan. 20 BOC/Cabinet
4 Cabinet will need to make final decisions on revenue changes By Dec. 11 Cabinet
5 Communicate changes in revenue to areas and work changes into revenue workbooks that went out (if needed)  By Dec. 14 - 18 Budget Office
6 Revenue workbooks are returned to Budget Office Week of Jan. 4 Division/College Areas
7 Begin to add revenue templates into expense templates Week of Jan. 11 Budget Office
8 Cabinet's final decision on budget cuts or cut methodolgy By Jan. 20 Cabinet
9 Continue working on expense workbooks and implement cabinet's budget cuts into workbooks Jan. 21 - 29 Budget Office
10 Send out expense workbooks Feb. 1 Budget Office
11 Expense workbooks are returned to Budget Office Feb. 26 Division/College Areas
12 Budget Office goes through workbooks to correct errors, talk with areas that didn't hit target, make sure workbooks are balanced.  March 1 - 23 Budget Office
13 Begin uploading budget into plan, UW reconcile budget with systems allocation, and finalize load March 24 - 31 Budget Office

Budget Road Map

The Budget Road Map is the overall plan to address the projected financial deficits across the next two years. This update provides the current approved strategies to address the projected financial deficits. As more strategies are analyzed and approved, this document will be updated to show further progress toward our goals.

Budget Road Map [PDF] »

Administrative Affairs Townhall [PDF] »