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Indiana University
Overview of Budget
June 19 PresentationCampus Administrative Training Series
Chris Puckett
2
Budget Overview
What is a Budget and How is it Used? Unique Budget Orientations of Various
Fund Groups Types of Budgets Where/how is the Budget Used? The Budget Cycle
3
What is a Budget?
Definition from Webster’s New World Dictionary:
Budget - “a statement of the financial position of a sovereign body …. based on detailed estimates of planned or expected expenditures …. and proposals for financing them”NOT AT IU!NOT AT IU!
4
Why Budget?(What functions does it serve?)
Ideas?
5
Unique Orientation of Budget General Fund (10) represents the fundamental
academic mission Designated/Restricted Funds (2x)
increasingly significant, segregated based on source of funds and intended uses
Contracts and Grants (4x/5x) externally-sponsored funding for research efforts
Auxiliary & Service (6x) business enterprises maintained for the convenience of faculty, staff and students
6
IU’s Base Budget(Policies and Practices)
General Fund
Designated and Restricted
Contracts and Grants
Auxiliary and Service
All aspects budgeted in detail
if more than $10,000 annual operations or if personnel are paid
only salaries in BC; nothing loaded to G/L base budget
Budgeted in detail, by month if desired
7
Indiana University2002-03 Base Budget
Designated & Other Restricted
7%
Contracts & Grants
14%
Auxiliary & Service
20%
General Fund 59%
General Educational Fund
54%
Medical Practice Funds
5%
8
Indiana University2002-03 Base Budget
General Fund
State Appropriation $ 495,753,230 42% Student Fees 524,756,794 45% Other Income 147,328,427 13% Total Funds Available $ 1,167,838,451
Compensation $ 722,568,114 62% General Expense 413,339,093 35% Capital 31,931,244 3% Total Allocations $ 1,167,838,451
9
College of Arts and Sciences2002-03 Budget
Compensation
$119.5M
Financial Aid$12.9M
Reserves $2.9M
Capital $1.2M
Travel $0.5M
S&E $7.6M
$-
$30.0
$60.0
$90.0
$120.0Student Fees,
$157.5M State Appropriation
$85.4M
Other Revenues,
$0.7M
Indirect Cost Recovery,
$7.5M
Assessment Revenue,
($106.5)
$(150.0)
$(100.0)
$(50.0)
$-
$50.0
$100.0
$150.0
$200.0
$ millions % Total
Student Fees $ 157.6 109.0%
State Appropriation 85.4 59.0%
Other Revenues 0.7 0.5%
Indirect Cost Recovery 7.5 5.2%
Assessment Revenue (106.5) -73.7%
Total $ 144.6
$ millions % Total
Compensation $ 119.5 82.6%
Financial Aid 12.9 8.9%
Total General Expense 7.6 5.3%
Travel 0.5 0.4%
Capital Assets 1.2 0.8%
Reserves 2.9 2.0%
Total $ 144.6
10
Types of Budgets
July 1 Base Budget
Adjusted Base Budget
Current Budget
11
Types of Budgets
– “Plan” presented to Trustees for approval– State appropriation request – modified!– Fiscal Analysis reported to Trustees– Official external reports– Comparative analyses and time series
July 1:
12
Types of Budgets
– Basis for permanent changes in budget
allocations> Examples?
– Starting point for budget construction
Adj. Base:
13
Types of Budgets
Current– Internal management tool
standard reports and FIS screens
– Fiscal Analysis preparation– Year-end reversions and carry-forwards– Purchasing: availability of funds
14
Current Budget at Year-End
Other than carry-forward of in-process items such as purchases that should have been completed but were delayed….
The current budget for next year is increased to accommodate the acquisition of these items without drawing against that year’s current budget
Disappears!!!
15
The Budget CycleJuly 1 Base Budget
Adjusted Base Current Budget
Budget Adjustments: base current
Budget ConstructionYear-end Reversions
ActualPlans
Long-term Short-term
16
Budget Overview
Questions?
Indiana University
The Budget Construction Process
Campus Administrative Training Series June 19, 2003
18
The Budget CycleJuly 1 Base Budget
Adjusted Base Current Budget
Budget Adjustments: base current
Budget ConstructionYear-end Reversions
ActualPlans
Long-term Short-term
19
The Budget CycleJuly 1 Base Budget
Adjusted Base Current Budget
Budget Adjustments: base current
Budget ConstructionYear-end Reversions
ActualPlans
Long-term Short-term
20
Budget Construction Process
1. Review the base budget & develop budget planning models
2. Develop budget guidelines
3. Estimate resources available
4. Allocate resources to planned uses
5. Perform detailed budget construction
6. Obtain Trustee approval of budget
7. Upload budget and salaries to systems
21
Budget Construction Process
Timeline:– December to June!
Players:–UBO, VP&CFO and President–Campus, with input from RC’s–External Constituents–Account managers and departmental
administrators
22
1. Base Budget and Planning Model realignments and reorganizations
23
1. Base Budget and Planning Model realignments and reorganizations Apply preliminary planning parameters
24
1. Base Budget and Planning Model realignments and reorganizations Apply preliminary planning parameters Develop initial proforma budgets
25
1. Base Budget and Planning Model realignments and reorganizations Apply preliminary planning parameters Develop initial proforma budgets Identify future needs and potential
reallocation opportunities
26
1. Base Budget and Planning Model realignments and reorganizations Apply preliminary planning parameters Develop initial proforma budgets Identify future needs and potential
reallocation opportunities Adjust proforma budgets Detailed base/CSF Tracker reviews! Adjust proforma budgets
27
2. Develop Budget Guidelines
Calculate pooled benefit rates Document known factors such as state
appropriation and debt service payments Obtain Trustee approval for instructional fee
rate increases and salary guidelines Identify inter-campus support levels Summarize institutional strategic initiatives
28
3. Estimate Resources Available State appropriations - defined by state legislature Student fees - based on enrollment projections and
student fee rate increases
Other earned income:– interest income - as available and moved to GF– gift income - projected to be moved from IUF– sales and services - based on projected levels– indirect cost recovery - earned from C&G
accounts– other - as projected
29
4. Allocate Resources Compensation - salary guidelines and known
workforce changes, application of pooled benefits Financial Aid - student fee rates & campus
programs
Other expenditures:– energy & utilities - provider rates & growth– S&E - as needed and supportable from revenues– budget allotments/assessments - campus-defined– univ. tax/insurance/IUF Development fee - from
institutional guidelines– capital - as required, UITS strategic plan
30
5. Detailed Budget Construction
FIS electronic application– automatic calculations– pre-defined routing structure for review and
approvals– reporting and download options
Detailed reviews performed by schools, campuses, UBO– conformity with guidelines regarding operating
levels and salary-setting parameters
31
Closure of Cycle
6. Obtain final Trustee approvals “Request” becomes “July 1 Budget” upon
approval
7. Upload budget and salaries to systems
Object code data loaded to the general ledger Salary data loaded to the payroll system
32
Budget Construction
Questions?
Indiana University
Budget Administration andYear-End Closing
Campus Administrative Training Series June 19, 2003
34
The Budget CycleJuly 1 Base Budget
Adjusted Base Current Budget
Budget Adjustments: base current
Budget ConstructionYear-end Reversions
ActualPlans
Long-term Short-term
35
The Budget CycleJuly 1 Base Budget
Adjusted Base Current Budget
Budget Adjustments: base current
Budget ConstructionYear-end Reversions
ActualPlans
Long-term Short-term
36
Budget Administration July 1, 12:00:00 am
Base Budget = Adjusted Base = Current Budget July 1, 12:00:01 am
Adjusted Base– Permanent changes realized post-budget construction
should be made
Current Budget– Increased for encumbrances (and other funds) carried
forward– May have significant realignments for current year
planned activities
37
Budget Administration Campus-wide sufficient funds checking
– General Fund: Budget is primary control mechanism For daily management/operations, current
budget rules! Often, compensation and financial aid
controlled by RC’s S&E, capital, travel and wages more
discretionary at departmental level
– Non-General Funds: Most are “cash control”
38
Budget Administration
Sufficient Funds Checking:– General Fund (10) and FEMP (28) –
overall expenditure available balance
– Non-General Funds (2x) – cash, after encumbrances and pending documents
– Auxiliary and Service (6x)/External Agency (97) – no sufficient funds checking
39
Budget AdministrationSufficient Funds Checking Calculation
Budget Controlled:– Current Budget– Less:
Actual Transaction Total
Encumbrances Pending Documents
– Equals: Funds Available
Cash Controlled:– Cash Balance– Less:
Encumbrances Pending Documents
– Equals: Cash Available
40
Budget Administration Where to find balance information:
– FIS balances screens (in menu, “Inquiries”, “Balances”)
Balances by Consolidation – for big picture, can drill down to detailed transactions
Available Balances – for object code detailed info
Pending Ledger Entries – for in-process items Open Encumbrances – detail info available Cash Balance – shows July 1 and current
41
Budget Administration Some Guidelines:
– Transactions between GF accounts processed on a Budget Adjustment (TF if across charts)
– Transactions between GF and other accounts processed on a Transfer of Funds using 5199/1699
– Cannot transfer funds out of FEMP (28) or C&G (4x or 5x), use DI or GEC to move expenses
– See Handout for more examples
42
Closing: Big Picture Snapshot of the University at a certain point in time
(June 30)
Required by external constituents to have an official periodic view of operations and fiscal stability
Net of revenue and expense balances (operating margin) calculated
Revenue and expense balances eliminated Asset, liability and fund balance absorb net operating
margin for that year
43
Closing: Closer to Home
General fund operating results evaluated– Balances either carry forward in departmental
account or revert to RC
– Compensation and financial aid balances generally revert
– Other expense categories - If budget available to cover encumbrances, balance carries forward to subsequent year
44
Closing: Closer to Home
All non-GF negative cash balances MUST be covered– Trustees want this process 2x/year– Likely sources of funds:
IUF gift funds Commitments from department/RC/campus
offices May result from timing of sales or other
revenue sources
45
Closing: Closer to Home
Most activity is handled at the RC level Continues through most of July, so we
have two years of activity running parallel for a few weeks
At “final closing”, subsequent year beginning balances loaded and available for use and/or review
46
Budget Administration and Closing
Questions?
47
References CATS Website:
http://www.indiana.edu/~bfarp/ IU Fact Book:
http://factbook.indiana.edu Budget Policies:
http://www.indiana.edu/~vpcfo/policies/budget Operating Appropriation Request:
http://www.indiana.edu/~state Budget Construction:
http://www.fms.indiana.edu/fis/documentation Bloomington BOG Report Group:
http://www.fms.indiana.edu/fdrs/bog.asp