Budget Development and Planning
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Transcript Budget Development and Planning
CACUBO Winter Workshop, February 19, 2014
What is budgeting and why is it important?
Academic planning
Budget development
Primary architectures of budgeting
Major sources of revenues
Major components of expenditures
Forecasting and ownership
Capital budgets – integration with operational
budgets
Budget cuts
CACUBO Winter Workshop, February 19, 2014
Plans: expectations of deliverables expressed
in financial terms
› Allocation of Resources - Revenues spent to achieve
specific purpose
Commitments:
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Enrollments
Research funds
Services
Faculty/Employees
Capital – Systems, Buildings, Equipment
Controls
› Mechanisms to authorize revenues and expenditures
CACUBO Winter Workshop, February 19, 2014
Budgets are fiduciary enablers:
assurances to boards of trustees and/or
state authorities that revenues and
expenditures will be kept in balance
Performance measurement
› Expected deliverables – academic or
administrative
CACUBO Winter Workshop, February 19, 2014
More diverse faculty
› Sometimes different faculty for emerging
academic field
More diverse student body
More facilities or upgraded facilities
Increased reputation and quality
CACUBO Winter Workshop, February 19, 2014
Plans should become strategic
› Could be constrained by resources
› Prioritization will be important
Plans can influence revenues
› Shift to focus on research
› Quality initiative can decrease enrollment
Reallocation of expenditure budgets to
achieve academic priorities
CACUBO Winter Workshop, February 19, 2014
Planning and budgeting should be
dynamic
Budgets enable plans
Both are a snapshot in time
Both must be adaptable to change
Plans can and should influence budget
Unfortunately, budget can influence
plans
CACUBO Winter Workshop, February 19, 2014
Operating budgets
› Forecast of revenues and expenses
› For an operating period – typically 1 year
› Authorizes spending
› Basis for performance measurements
Capital budgets
› Major outlays
› Longer timeframes
CACUBO Winter Workshop, February 19, 2014
Incremental Budgeting
› Annual awarding of increments to prior year
budget
› Presupposition that the priorities remain the
same
› Adjustments should be made to refine to
ensure prioritization
CACUBO Winter Workshop, February 19, 2014
Zero-based Budgeting
› Start at $0 and build up based on needs
› The overall package of all activities
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›
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represents the budget
Requires priority ranking of the activities
Puts everything up for grabs
Zero-based budgeting is rare in practice
It assumes courage to implement
fundamental changes
CACUBO Winter Workshop, February 19, 2014
Begins with estimating annual revenues
Identifying spending priorities
› Examine programs funded in prior years
› Propose increases (decreases) for upcoming
year
Ends with balancing expenditures to
expected revenues
CACUBO Winter Workshop, February 19, 2014
Tuition Revenue
› Enrollments
Freshmen
Upper Class (Retention and Transfers)
› Setting tuition price
Undergraduate rates tend to be set at
institutional level
Public schools:
have state restraints
have instate and out of state student considerations
might have caps on increases
CACUBO Winter Workshop, February 19, 2014
Student fees other than tuition
› Special fees related to a program
› Fees directly associated with a class, i.e. lab
fees
› At many schools these fees are controlled by
the school
› Can be directly allocated to the
program/school
› Are significant at many institutions
CACUBO Winter Workshop, February 19, 2014
Gifts
› Include to the extent gifts provide support to
operations
› Capital campaigns – less predictable
› Have to match restricted gifts with uses
› Some gifts are controlled by specific schools,
departments and even faculty members
Requires coordination between multiple
people
CACUBO Winter Workshop, February 19, 2014
Endowment
› Contingent on restrictions, realized
endowment returns and earnings can be
available for budget support
› Endowment spending rate usually
established and monitored by institution
› Schools might have policy on appropriate
use for operations
CACUBO Winter Workshop, February 19, 2014
Investment Income
› Generated from short and long term investments
› Modeling the cash flow is important – think about
what has recently happened with the economy
Research Dollars
› Indirect cost revenue
› Freeing up of unrestricted dollars
› Budgets are done at proposal stage
Other
› Sales and services
Conferences and seminars (plus expenditures)
Clinical income (internal or private practice plans)
› Rents
CACUBO Winter Workshop, February 19, 2014
Auxiliary Enterprise Revenues
› Look and feel of for profit
› Gross sales revenues should cover total operating
costs
› Net operating income should cover debt service
› Campus (cash) subsidies should be budgeted
› Indirect subsidies should be understood
Like facilities, utilities, administrative costs
› Financial structure is complex and should be
enhanced with strong financial reporting
CACUBO Winter Workshop, February 19, 2014
Salaries
› Develop policies for annual adjustments
› Turnover savings can be available for other
uses
› Position control
› Policies related to use of salary savings and
vacant positions
Benefits
› Not always easy to forecast
› Multiple ways of handling the charges
CACUBO Winter Workshop, February 19, 2014
Financial Aid
Materials, Services and Supplies
› Items such as paper, toner and software
› Internal sales usually a contra expense (inc)
› Cost of goods sold (auxiliaries)
Travel
Capital Equipment
› Should capital outlays be budgeted?
› Depreciation should be budgeted for
auxiliaries
CACUBO Winter Workshop, February 19, 2014
What should be budgeted? Only
operating (current funds)?
Should net income be budgeted?
What about use of cash – non base
budget dollars?
Should revenue not intended to be used
be budgeted?
Should the budget balance?
CACUBO Winter Workshop, February 19, 2014
Governing boards should own variances
Role of:
› President
› Provost
› CFO
Delegation to Deans and Directors
Who owns surpluses and deficits
Excessive negative variances over time
CACUBO Winter Workshop, February 19, 2014
Budget to actual variances with
estimated projections through fiscal year
How often?
› Depends on the revenue sources
Tuition and Fees known after first month
Other sources can be variable
› Minimum of quarterly
› Monthly at end of fiscal year
Review for internal controls and decision
making with leadership
CACUBO Winter Workshop, February 19, 2014
Require long planning lead times
Implemented over multiple budget
cycles
Capital budgets should include:
› Equipment
› Enterprise Software
› Renovations
› New Facilities
› Infrastructure
CACUBO Winter Workshop, February 19, 2014
Three budget designs
› Centralized unrestricted budgeting
› All funds budgeting
› Revenue responsibility budgeting
CACUBO Winter Workshop, February 19, 2014
Centralized unrestricted budgeting
› Central owns unrestricted revenues
› Goal is to divide these revenues appropriately
among the expenditure budgets of the units
› Central estimates and identifies
Revenues
Expenditure inflation factors
Priorities
› Discussions are exclusively on expenditures
› Negotiation is the behavioral modality
› Restricted endowment and gifts are off the table
CACUBO Winter Workshop, February 10, 2011
All-funds Budgeting
› Central owns unrestricted revenues
› Designated and restricted gifts are on the
table with unrestricted revenues
› Deans strive to maximize their share of the
pie
› Provosts requests are against the same
incremental resources
› Administrative fees can play a role in funding
some activities
CACUBO Winter Workshop, February 10, 2011
Revenue Responsibility Budgeting
› Based on local ownership of revenues
Tuition earned by unit stays in unit
Research recoveries stay in unit where generated
› Local ownership of expenses
Facility expenses
Administrative services
› Deans develop feasible revenue and expenditure
budgets
Central can still play roll in establishing
guidelines and priorities
CACUBO Winter Workshop, February 19, 2014
Revenue Responsibility Budgeting, cont
› Budget variances stay in the unit, whether
positive or negative
Positive: allows for large multi-year projects at
unit level
Negative: school’s must develop recovery
plans when deficits occur
› Pressures are put on keeping down
administrative fees
› Deans become very powerful
› Forces the issue of fiscal responsibility to the
school/department level
CACUBO Winter Workshop, February 19, 2014
Fiscal year beginning cuts
Mid year cuts
Base budget vs. cash
Possibilities
› Salaries
Slow down in hiring
Freezes
Reduction in force
› Travel
› Identification of non-mandatory services
› Other deferrals
CACUBO Winter Workshop, February 19, 2014
CACUBO Winter Workshop, February 19, 2014