The Academic & Research Enterprise closed FY25 at $1.6B, exceeding the $1.5B operating budget by $112.4M. The largest variance was in SBF Agency Funds—$75.5M actuals vs. $20.8M budgeted—driven primarily by The New York Climate Exchange (NYCE) pass-through activity not anticipated at the time of budgeting. These funds were disbursed directly to NYCE and were not used for SBU operational purposes. ASA exceeded the budget by $8.9M—$99.3M vs. $90.4M—reflecting the change in accounting principle in the FY24 report. IFR & SUTRA and Dormitory revenue both came in above budget, reflecting fee increases, high occupancy, and increased program activity. Sponsored Research, State Tax Support, and Tuition were all largely in line with the budget.

These charts compare the actual budgeted funding across the Healthcare Enterprise during FY25, with total actuals of approximately $3.0B against a $2.9B operating budget–a positive variance of approximately $95M. Hospital Government Payments of $309.4M significantly exceeded the $212.0M budget, reflecting a funding reclassification and two-years of State DSH reconciliation payments in the current year. Southampton Hospital Revenue exceeded budget by $46.2M, largely due to the recognition of income related to the East Hampton Emergency Department—a state-of-the-art facility funded through a $10M New York State grant and more than $30M raised through a community philanthropic campaign. Southampton Hospital and Eastern Long Island Hospital are aggregated into the Hospital Net Patient Revenue. These gains were partially offset by Hospital Net Patient Revenue coming in $39.8M below budget. Clinical Practice Revenue and the Veterans Home both posted positive variances, while Eastern Long Island Hospital came in largely on budget. 

These charts compare actual and budgeted expenses by category during FY25, with total actuals of $4.5B against a $4.6B budget. Salary & Wages remained the largest expense category at $2,740.4M, coming in $83.6M below the $2,824.0M budget. Contractual services of $495.2M exceeded the budgeted by $70.4M, driven in part by the ASA dining services accounting change and increased activity across several areas. Utilities came in at $50.8M versus a budget of $72.7M, a favorable variance of $21.9M, while Clinical Practice Supplies came in slightly above budget at $398.0M versus $382.7M. Student Aid, Equipment, and Lease Expense were all largely in line with the budget. 

The Academic & Research Enterprise closed FY25 at $1.6B, $80.4M above its $1.5B operating budget. Research costs of $398.9M exceeded the $355.3M budget by $43.6M, reflecting growth in sponsored research activity and higher indirect costs. ASA exceeded budget by $32.7M, reflecting the dining services accounting change first noted in the FY24 report. SBF Agency came in at $77.4M versus a budget of $51.2M, consistent with higher-than-anticipated pass-through activity. Information Technology came in $15.0M below budget, primarily due to the timing of ERP-related invoices. Provost/Academic Affairs and Health Sciences & Renaissance School of Medicine both came in modestly above budget, while University Administration, Student Affairs, and Campus Residences came in below budget.  

Stony Brook Foundation* actual expenditures totaled $92.2M, exceeding the $86.4M operating budget by $5.8M. The Provost category was the largest component at $40.3M, reflecting continued investment in academic programs and initiatives including the Simons Stem Scholars Program. Stony Brook Medicine expenditures of $20.4M significantly exceeded its $2.2M budget, driven by transfers to the Research Foundation, faculty start-up costs, and programming within the Reimagining Stony Brook Fund, which were not included in the initial budget. Advancement and Student Affairs & University-Wide both came in largely in line with the budget. 

 

*Stony Brook Foundation expenditures reflect costs paid on behalf of the University and are presented here for consolidated reporting purposes.

 

University Administration total actual expenses of $230.7M came in $7.7M below the $238.4M budget. Student Aid was the largest category at $77.9M, exceeding its $68.0M budget by $9.9M due to increases in both graduate and undergraduate scholarships tied to enrollment growth. Utilities of $17.4M came in well below the $37.3M budget, a favorable variance of $19.9M. Facilities, Operations & Safety of $52.3M was largely in line with its $54.5M budget. Enterprise Risk Management, Finance, HR & Procurement, and most remaining categories came in at or near budget.

These charts compare Academic & Research Enterprise expenses by category, with total actuals of $1.6B against a $1.5B budget. Salary & Wages of $844.0M came in $23.4M below the $867.4M budget. Contractual Services of $158.7M significantly exceeded the $84.5M budget by $74.2M, driven by the ASA dining services accounting change and a reclassification of certain fringe expenses from Salary & Wages to Contractual Services. Supplies exceeded budget by $23.2M, largely reflecting clinical academic fund flows from the hospital to the Renaissance School of Medicine. Utilities of $34.2M came in below the $47.5M budget, a favorable variance of $13.3M. Student Aid, Debt Services, Equipment, and Travel were all largely in line with the budget. 

These charts compare Healthcare Enterprise expenses by category, with total actuals of $2.9B coming in $125.9M below the $3.1B budget. Salary & Wages of $1,896.3M came in $60.3M below budget, partially offset by higher-than-anticipated catch-up payments for employee health insurance and pension contributions within the fringe benefits sub-category. Clinical Practice supplies of $394.2M exceeded the $382.7M budget by $11.5M, driven by increases in pharmacy, blood products, and medical device costs. Contractual Services of $336.4M was largely in line with the budget. Utilities of $16.7M came in below the $25.2M budget. Overall the Healthcare Enterprise’s favorable cost variance of $125.9M helped offset the revenue shortfalls noted in the funding section.