The IU Indianapolis budget model was developed through a collaborative process that incorporated perspectives from academic and administrative leaders, faculty, and fiscal professionals across campus.
The Budget Redesign Committee (BRC) was charged with evaluating the campus budget model and developing recommendations for an updated approach to resource allocation. The committee’s work included establishing guiding principles, considering approaches to the allocation of revenues and expenses, and identifying incentives that support the university’s mission and strategic priorities.
Throughout the redesign process, regular updates and opportunities for input were provided to deans, IFC, fiscal officers, and the Campus Planning and Budgetary Committee. This broader campus engagement helped inform the development of a model that is simple, transparent, predictable, and responsive to the needs of IU Indianapolis.
Budget Redesign Committee
The Budget Redesign Committee brought together academic, faculty, financial, and administrative perspectives from across IU Indianapolis.
- Camy Broeker, Vice Chancellor for Finance and Administration
- Corey Back, Associate Vice Chancellor for Finance
- Rafael Bahamonde, Founding Dean, School of Health & Human Services
- Karen Bravo, Dean, Robert H. McKinney School of Law and Gerald L. Bepko Professor of Law
- Tim Brown, Assistant Dean for Finance and Administration, IU School of Dentistry
- Ken Carrow, Professor
- Tami Eitle, Dean, School of Liberal Arts
- Brian Krohn, Co-Chair, Campus Planning and Budgetary Committee
- Rosiel Marasco, Assistant Dean, Fiscal and Administrative Affairs, Luddy School of Informatics, Computing, and Engineering, IU Indianapolis
- Eric Weldy, Vice Chancellor for Student Affairs
Continued Campus Engagement
Campus involvement continues as the updated budget model is implemented and evaluated. Regular updates are provided to deans, fiscal officers, and the Campus Planning and Budgetary Committee, providing opportunities to review outcomes, share perspectives, and identify issues as the model operates in practice.
This ongoing engagement will help ensure the model continues to support effective planning, fiscal accountability, and the strategic priorities of IU Indianapolis.
