Internal Sales Rate Development Guidelines

1. Internal/External Sales Rate Development Level II

2. Session Objectives • Understand the rate development process • Determine what costs are allowed in the rate development • Rate development examples

3. Policy The purpose of the internal sales guidelines are to: • Comply with Federal regulations defined by Uniform Guidance • Operate using best business practices • Sell at rates that fully cover, but do not exceed costs • Ensure subsidies are documented in the rate development • Establish rates to break even

4. Requirements • Rates reviewed each year • Rates updated at least every 2 years • Activity segregated by fund and CF2 • Rates consistent for all internal customers • Federal government receives the lowest rate • Subsidies must be documented in rate development • Reconciled carryforward balance should be included in next year's rates

5. Can you use the same rate as the previous fiscal year?

6. Answer • Rates must be reviewed annually and updated at least every 2 years per uniform guidance. • University best practice is to review annually • Billable hours, staff participation, restructuring, number of staff, fringe rates, new equipment, equipment usage, maintenance, cost of services, cost of materials, volumes, surplus and deficit balance, etc. change every year and at different levels. • If rates are not adjusted there will be a deficit if costs go up and a surplus if costs go down.

7. I quoted a customer a rate in the previous fiscal year. Do I have to charge the quoted rate this year?

8. Answer • Quotes should only be valid for short duration, IE 30 days. • If you charge the quoted rate and expenses change, then the recharge center will not be fully paid for the actual expenses incurred in that year. • Recharge center should set rates based on current actual cost. • The customer is responsible for the increase in costs.

9. When do I calculate a rate based on task (standard) and when should I use an hourly rate?

10. Answer • The accuracy of the rate development should be able to predict the actual outcome. • If activity is not predictable based on task, then use an hourly rate. • Activity is best defined with historical data • Changes in volume should reflect changes to expenses and the outcome should be the same(if all resources are dedicated).

11. How many rates should I have?

12. Answer • Rates should be developed for each unique activity where different inputs (expenses) are required to get a unique output. • Group similar inputs of salary, material, task into one rate.

13. I will be developing rates for the use of a lab which will include salaries, materials, equipment and the lab space. How do I include the cost for the space?

14. Answer • Space/use cost is not allowable in internal sales rates. • Captured in the F&A • Space/use cost is allowed for external sales rates as additional indirect costs • For external sales rates to charge others for space usage, contact the Real Estate office.

15. Can I round values for estimates of expenses or on the rates?

16. Answer • Internal rates cannot be rounded Example: $47.50 $50.00 $2.50 10,000 hours = $25,000 surplus

17. What is the best way to allocate costs that benefit all activities such as general supervision, supplies, etc.?

18. Answer • Estimate the actual usage/time/materials for each activity. • Do not allocate dollars based on an percentage of cost if the estimated value of the actual time required if based on the task not the dollar amount of the activity.

19. Answer Example: Pharmacy sells drugs at values from $100 to $10,000. • Department allocates administrative costs based on an percentage of cost of the drug at 10%. • $10,000 drug would sell for $11,000 ($1,000 for administrative costs) • $100 drug would sell for $110 ($10 for administrative costs) • The cost to sell the $10,000 drug would not be any more than the $100 drug yet the charge is greater. • Administration cost was $50 for each drug regardless of the cost.

20. Can I increase my rates by an percentage like the inflation index?

21. Answer • Different costs in different categories will increase at different rates. Use the best information available at the time to estimate rates. • Example: Salaries may increase by 2.0%, gas price decrease by 50%, supplies increase by 3% or software prices decrease by 5%. • Indices reflect an average over many cost elements that may or may not reflect the actual cost to the department.

22. My department would like to subsidize the rate by excluding costs from the rate calculation. Is this the appropriate way to subsidize the activity?

23. Answer • All subsidies must be documented in rate development. • In order to be competitive, a unit conducting internal sales activity may offset costs with a subsidy. • In order to provide transparency and provide accurate information about the rates, the appropriate method is to include all cost and to define the amount that will be subsidized. • Unsubsidized rate needs to be determinedfirst • Add subsidy to reduce rate charged to customer

24. Can I charge non profits lower rates?

25. Answer • All external customers should be charged same rate • Negotiating different rates with customer groups is an audit issue. • External rates cannot undercut federal grant rates

26. What is the result if I use hours paid vs. productive time (billable hours)?

27. Answer • A employee is paid $100,000 per year (salary and fringe) and will be available 1202 billable hours rather than 2080 paid hours: • The difference in the rate is $83.19 per billable hour vs. $48.08 per paid hour. • 1202 x $48.08 = $57,792 • $ 42,207 or an 42% will not be recovered in the rate

28. Resources Internal Sales website http://finsys.umn.edu/sales/iso.htm External Sales website http://finsys.umn.edu/sales/eso.htm