2009-10 Budget Forum Charles W. Sorensen Chancellor University of Wisconsin -Stout.
What Is Budgeting?...Dr. Richard L. Brown, Jr. Executive Vice Chancellor Making Decisions that...
Transcript of What Is Budgeting?...Dr. Richard L. Brown, Jr. Executive Vice Chancellor Making Decisions that...
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What Is Budgeting?
Dr. Richard L. Brown, Jr.
Executive Vice Chancellor
Making Decisions that Distribute Resources to Enable Actions
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The Budget
• The budget is the device by which an organization:
• Carries out its plans
• Signals its priorities
• The primary mechanism to create incentive for positive
change.
• Planning is typically conducted at the strategic level.
• Budgeting is typically focused at the operational level.
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Approach to Strategic Budgeting
• Develop a stronger “student-centered” approach.
• Become more responsive to employer needs.
• Address the particular needs of underserved clients:
• Minorities
• Geographically remote areas
• Academically poorly prepared
• Improve retention and graduation rates.
• Focus on organizational mission.
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Linking the Budget to the Strategic Plan
• The budget structure should explicitly reflect the areas of
responsibility of strategic level decision makers.
• Base/Continuation Expenditures – Adjusted for Inflation
• Strategic Planning Initiatives
• Contingency Reserve Funds
• Cost Going Forward Items
• Asset Maintenance Funds
• Revenue Creation/Deletion – Changes in asset structure
• The budget process requires established guidelines to each
component prior to initiating unit level budget building.
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Evaluation of the Budget
To evaluate the budget, ask the following questions:
• What about changes in the revenue and operational
structure?
• How will staffing patterns change?
• How will materials acquisitions be affected?
• How will the stock of instructional and operating
equipment change?
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Evaluation of the Budget
What about asset/plant maintenance?
• What is the relationship between current expenditures and
renovation and renewal of the physical plant?
• What is the replacement value of plant?
• What is rate of replacement of equipment?
• What about energy management?
• Capital Expenditures
• Master Planning
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Evaluation of the Budget
What about operating expenditures?
• Do you have a viable compensation plan?
• What is the ratio of personnel development – market
value and equity – to compensation?
• What is trend in expenditures on curriculum development
and program expansion?
• What level of financial reserves is being maintained?
• How effective is the institutional investment in student
financial aid and scholarships?
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Evaluation of the Budget
To further evaluate the budget, ask questions regarding:
• What is the evidence state/system priorities are being
achieved?
• What is the evidence institutional priorities are being
achieved?
• Is the institution fulfilling its mission?
• What about the contingency fund?
• How large is the contingency fund relative to the operations
budget?
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The Focus of Budget Decisions
Assets
• What kinds will we have/own?
• In what quantities/how many?
• Of what quality?
• At what prices?
• What are assumptions about levels of utilization?
Consumables – Utilities, insurance, supplies, etc.
• In what quantities?
• At what prices?
Revenues – Diversification of funding stream
• In what amounts?
• From what sources?
Budget Allocations
• To which units?
• To what ends? The basis of accountability.
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Strategic Planning Priorities & Themes
Characteristics
• Generally, are broad institutional issues that cannot be
addressed by a single unit.
• Are long-term and cannot be resolved in a single year.
• Require responses through basic institutional processes
and are not programmatic “add-ons.”
• Require broad based participation.
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Strategic Planning Priorities & Themes
Planning
• Making decisions about organizational priorities that
specify what changes in intentions, competencies, or
behavior the organization will pursue. It is the mechanism
through which organizational values and methods of
identifying them are affirmed.
• Aligns resources to decisions.
• Ensures efficiency and effectiveness.
• Planning must result in decisions.
• Planning is fundamentally a change process.
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Basic Mission Basic purposes of the enterprise and
its guiding principles for behavior.
Clientele Target audiences of the institution.
Program/Service Mix Program offerings and priorities of
the institution.
Comparative Advantage/ v.
Competitive Advantage
“Differential advantage” sought over
other organizations engaged in
similar activities.
Assets Changes needed in human, physical,
information or intangible assets of the
enterprise.
Objectives What the organization must
accomplish in order to move from the
existing to desired state of affairs.
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The Management Cycle in a Public Institution
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FY 15 E&G Original Budget - Revenue
Tuition & Fees, $98,598,645, 69%
State Appropriations,
$38,443,181, 27%
Grants & Contracts, $453,856, 0%
Sales & Services, $4,787,672, 4%
Other Sources, $237,200, 0%
Total
$142,520,554
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FY 15 E&G Original Budget - Expense
Instruction, $62,041,250, 44%
Research, $1,890,428, 1%
Public Service, $2,310,559, 2%
Academic Support, $9,817,880, 7%
Student Services, $22,053,970, 15%
Institutional Support,
$11,070,543, 8%
Op/Maint Physical Plant, $18,996,112,
13%
Scholarships & Fellowships,
$12,322,509, 9%
Mandatory Transfers, $774,165,
0%
Non-Mandatory Transfers,
$1,176,558, 1%
Total
$142,453,974
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FY 09-15 New Recurring Budget Allocations
Chancellor's Office, $398,128 , 2%
Academic Affairs, $11,353,361 , 52%
FOIT, $2,133,555 ,
10%
Student Development, $617,426 , 3%
Athletics, $161,672 , 1% Comm & Marketing,
$467,664 , 2%
Institutional, $6,424,822 , 30%
Total
$21,556,628
Allocations don’t include ATB pay raises, automatic scholarship increases, new fee revenue or non-recurring funds.
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FY 09-15 Enrollment Growth Allocations
In addition to the above, funds have also offset base budget reductions and scholarship cost since FY 2009.
$3,258,750
$169,348 $150,000$25,000 $50,000
$1,856,917
$504,114 $549,049
$0 $0 $0
$288,666
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
AcademicAffairs
FOIT StudentDevelopment
Athletics Comm &Marketing
Institutional
Recurring Non-Recurring
Total
$6,851,844
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FY 08-15 Undergraduate Tuition & Fees
$5,062 $5,310 $5,656 $6,040 $6,718 $7,212 $7,555 $8,138
$15,024 $15,870
$16,954 $18,298
$20,251 $21,558
$22,762 $24,256
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2008 2009 2010 2011 2012 2013 2014 2015In-State Out-of-State
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FY 08-15 Graduate Tuition & Fees
$5,854 $6,150 $6,554 $7,014 $7,793 $8,350 $8,762 $9,416
$15,816 $16,710
$17,852 $19,272
$21,326 $22,696
$23,967 $25,534
$-
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
2008 2009 2010 2011 2012 2013 2014 2015
In-State Out-of-State
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FY 08-13 Expense Per Student
$12,606 $12,307 $12,333
$13,157 $12,452
$12,789
$5,755 $5,137 $5,036 $5,207
$3,563 $3,549
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2008 2009 2010 2011 2012 2013
Expense Per Student (E&G Total) Expense Per Student (State Appr. Only)
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FY 08-14 E&G Fund Balance
$3,874,488
$4,374,488
$5,389,367 $5,549,743
$5,339,000
$5,700,000
$6,100,001
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2008 2009 2010 2011 2012 2013 2014
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FY 08-14 Notes & Bonds Payable
$39,136,683
$47,205,924 $46,895,157 $47,392,967 $47,843,238 $46,067,087
$48,380,824
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2008 2009 2010 2011 2012 2013 2014
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FY 08-15 Faculty Count
400.00 414.00 422.00403.00
454.00 461.00478.00
0.00
296.00 309.00 296.00314.00 308.00
334.00315.00
0.00
474.15 465.78
510.42531.43 538.95
571.92 560.46
0.000.00
100.00
200.00
300.00
400.00
500.00
600.00
700.00
2008 2009 2010 2011 2012 2013 2014 2015
Full-time Faculty (HC) Part-time Faculty (HC) Full-Time Equivalent (FT & PT)
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FY 08-15 Staff Count
107.35
81.47 79.93 84.31 87.36 91.59 98.98108.67
124.94 128.78 131.06 132.30141.98
156.96173.77 177.03
288.00 281.50 279.00 274.00 275.00 271.25288.00
305.00
0.00
50.00
100.00
150.00
200.00
250.00
300.00
350.00
2008 2009 2010 2011 2012 2013 2014 2015
Administrator Professional Clerical/Tech/Maint.
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FY 08-14 Physical Plant Square Footage
2,244,541
2,364,919 2,364,919
2,407,655 2,407,655
2,466,872
2,652,604
2,000,000
2,100,000
2,200,000
2,300,000
2,400,000
2,500,000
2,600,000
2,700,000
2008 2009 2010 2011 2012 2013 2014
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FY 08-14 Residence Hall Occupancy Rates
2801 2801 28462949 2979
3146 3146
2747 2779 28462957 2979
3090 3090
0 0147
38 65 36126
0
500
1000
1500
2000
2500
3000
3500
2008 2009 2010 2011 2012 2013 2014
Capacity Occupancy Overflow Housing