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2004 Annual Financial Report the UNIVERSITY of UTAH a Component Unit of the State of Utah

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2004 Annual Financial Report the UNIVERSITY of UTAH a Component Unit of the State of Utah 2004 Annual Financial Report THE UNIVERSITY OF UTAH A Component Unit of the State of Utah Contents Message from the President 2 - 3 Independent State Auditor’s Report 4 - 5 Management’s Discussion and Analysis 6 - 17 Financial Statements 19 - 23 Statement of Net Assets 20 Statement of Revenues, Expenses, and Changes in Net Assets 21 Statement of Cash Flows 22 - 23 Notes to Financial Statements 24 - 41 Governing Boards and Officers 42 Message from the President As the flagship institution of the Utah System of Higher Education, the University of Utah is a positive force in the intellectual, cultural, and economic lives of people and communities throughout our state. A University’s greatest resource is its people—students, faculty, administrators, staff, alumni, and friends. I am excited to be associated with a community of uncommonly talented and dedicated people here at the University of Utah. The financial information presented in this report is a reflection of their collective efforts. Despite fiscal challenges, financial results for this past year offer some reasons for optimism: • Each of our major sources of operating revenues were up significantly over fiscal year 2003. Patient revenues climbed 8%; grants and contracts rose by 6%; tuition and fees increased 8%; and sales and services jumped 13%. This demonstrates continuing confidence by our “customers” in the programs and services we offer—whether they be patient care, post-secondary education, sponsored research or public services. • Our endowments surpassed $300 million this fiscal year, with an overall investment return of over 16%. The growth and performance of our endowments reflect the generosity of our donors and their willingness to support the institution; and our investment management acumen, which maximizes the potential of these funds in providing much-needed resources in carrying out our mission. As you review our financial statistics, I encourage you to also envision the countless hours spent by hundreds of dedicated people in classrooms, libraries, laboratories, clinics, and offices. These efforts provide our students a world-class education and improve the quality of life of our citizens through groundbreaking research and patient care. The financial, economic, and cultural impact that the University’s presence has on our community and our state are significant and far-reaching. Some highlights might be illustrative: • ∑In the last 5 years, the University has received more than $1.2 billion in federal research funding, consistently ranking among the top 30 public universities in terms of federally funded research. According to Dr. Kelly Matthews, economist for Wells Fargo Bank, “the University of Utah is an essential component of Utah’s economic prosperity. The ongoing success of a prestigious research university will produce huge economic benefits for the state of Utah.” • With more than 7,500 employees and an annual payroll exceeding $531 million, the Health Sciences Center is one of the state’s largest employers, and contributes millions of dollars in new, net tax revenue to Utah every year. Nearly one-third of the patients at University Hospitals and Clinics come from out of state. • The University’s Research Park is home to 37 companies, housing approximately 4,500 non-university employees, and generating approximately $600 million annually in economic impact. 2 • Contributions to Utah’s cultural life emanate from many University sources, including the Utah Museum of Fine Arts, Museum of Natural History, Red Butte Gardens & Arboretum, KUED, KUER, Pioneer Theatre Company, Gardner Hall, and Kingsbury Hall. The University of Utah is doing more with less. State support has declined and unavoidable costs such as utilities are on the rise. As with universities across the nation, students and their parents are bearing a heavier portion of the burden through higher tuition. We are working hard to find the best solutions to these challenges. Use of technology has expanded. Collaboration has increased. Responsiveness and accountability have improved. We are determined to move forward. It is my pleasure to convey this annual financial report and recognize the tireless efforts of dedicated faculty and skilled administrators who work hard to ensure that the financial condition of the University of Utah is not only sound, but improving. While there are certainly challenges, I am confident that the University will successfully meet them and make the most of the opportunities that are before us. 3 4 5 Management’s Discussion and Analysis INTRODUCTION The following discussion and analysis provides an The University consistently ranks as one of the overview of the financial position and activities of nation’s top universities by various measures of the University of Utah (University) for the year quality, both in general academic terms and in ended June 30, 2004, with selected comparative terms of strength of offerings in specific information for the year ended June 30, 2003. This academic disciplines and professional subjects. discussion has been prepared by management Excellence in research is another crucial element and should be read in conjunction with the in the University’s high ranking among financial statements and the notes thereto, which educational institutions. Research is central to follow this section. the University’s mission and permeates its schools and colleges. The University is a comprehensive public institution of higher learning with approximately In addition to the academic schools, colleges, and 28,900 students, 2,300 faculty members and more departments, the University operates the than 20,000 supporting staff. The University University of Utah Research Foundation (UURF), a offers a diverse range of degree programs from separately incorporated entity that specializes in baccalaureate to post-doctoral levels, through a applied research, the transfer of patented framework of 15 schools, colleges and divisions, technology to business entities, leasing and and contributes to the state and nation through administration of Research Park (a research park related research and public service programs. The located on land owned by the University), and University also maintains a prestigious health the leasing of certain buildings. Also, a wholly- care complex through its University of Utah owned, separately incorporated enterprise, the Hospitals and Clinics (UUHC). The UUHC consists Associated Regional University Pathologists, Inc. of three hospitals and numerous specialty clinics. The UUHC is an integral part of the University’s (ARUP) provides pathology services to regional health care system that also includes the and national customers. University’s School of Medicine and the Colleges of Health, Nursing, and Pharmacy. The University’s health care system has a tradition of excellence in teaching, advancement of medical science and patient care, consistently ranking among the best health care systems in the western United States. 7 FINANCIAL HIGHLIGHTS Revenues, Expenses and Changes in Net Assets; and the Statement of Cash Flows. The University’s financial position remained strong at June 30, 2004, with assets of $2.3 Revenues and expenses are categorized as billion and total liabilities of $.6 billion. Net operating or nonoperating and other net asset assets, which represent the residual interest in additions as capital contributions or additions the University’s assets after liabilities are to permanent endowments. Significant deducted, increased by $137.4 million to $1.7 recurring sources of the University’s revenues, billion at June 30, 2004. including state appropriations, gifts and investment income, are considered nonoperating, Changes in net assets represent the total as defined by GASB Statement No. 34, Basic activity of the University, which results from all Financial Statements – and Management’s revenues, expenses, gains and losses, and are Discussion and Analysis – for State and Local summarized for the years ended June 30, 2004 Governments. Nonoperating revenues totaled and 2003 in Figure 1. $309.5 million and $282.6 million for the years ended June 30, 2004 and 2003, respectively. Fiscal year 2004 revenues before change in fair Nonoperating expenses, which include interest value of investments increased 8.9%, or $146.9 expense, totaled $16.5 million and $21.3 million million, while expenses increased 8.8%, or for the years ended June 30, 2004 and 2003, $138.6 million. This resulted in a net gain before respectively. changes in fair value of investments of $99.4 million for fiscal year 2004, and $91.1 million Also, as required by GASB Statement No. 34, for fiscal year 2003. scholarships and fellowships applied to student accounts are shown as a reduction of student The University invests its endowment funds to tuition and fee revenues, while stipends and maximize total return over the long term, other payments made directly to students within an appropriate level of risk. The success continue to be presented as scholarship and of this long-term investment strategy is fellowship expenses. In addition, other appropriate evidenced by returns averaging 8.7% during the revenue items have been reduced by bad debt past ten years. expense incurred during each fiscal year. For the years ended June 30, 2004 and 2003, USING THE FINANCIAL scholarship and fellowship expenses totaled STATEMENTS $21.1 million and $17.5 million, respectively. In addition, scholarships and fellowships in the The University’s financial report is prepared in amount
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