1 / 31

Budget Office

Budget Office. Jean R. Bush Assoc. VP Financial Planning & Budget UNT System Budget Director. We serve UNT UNT System System Administration UNT Dallas Campus Universities Center @ Dallas Contact us 102 Hurley Administration Building 565-3231 Email: Budget.Office@unt.edu. Staff.

verne
Download Presentation

Budget Office

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Budget Office Jean R. Bush Assoc. VP Financial Planning & Budget UNT System Budget Director

  2. We serve • UNT • UNT System • System Administration • UNT Dallas Campus • Universities Center @ Dallas • Contact us • 102 Hurley Administration Building • 565-3231 • Email: Budget.Office@unt.edu

  3. Staff Eight Staff • Assistant Director - vacant • Sr. Financial Analyst – Will Senn • Financial Analyst– Brenda Cates • Budget Analyst III • Tina Garza • Stephanie McCane • Budget Analyst I • Anissa Irby • Anna Johnson • Accounting Technician– Jamie Goff

  4. Our Role • Legislative Process • Annual Budgeting • Budget and Other Transactions • Budget Reporting • Institutional Resource • Enterprise Info. System (EIS) • Instructional Fees • Decision Support Systems

  5. Legislative Process • Legislative Appropriations Request • Coordinate the biennial submission of the legislative appropriations request (LAR) • Overall guidelines defined by Legislative Budget Board (LBB) • Exceptional item requests defined by President, Chancellor, and V.C. Dallas Campus • Two submissions – August & October • Prepare presentation materials for administrators for legislative hearings • Senate Finance • House Appropriations • LBB and Governor’s Office

  6. Legislative Process • Legislative Session • Review formula and other calculations made by the THECB • Respond to ad hoc requests from legislators or other agencies • Monitor pending legislation for impact to UNT and UNTS (along with other areas in the Finance division) • Engage departments (potentially) impacted by pending legislation to • Prepare financial analysis/impact • Determine operational impact • Submit responses to appropriate office/individual

  7. Legislative Process • Legislative Session Yields • Additions/changes to statute • General Appropriations Act (GAA) • Biennial state appropriations • Post-Legislative Session • Analyze the GAA • Determine final impact to UNT/UNTS • Budgetary • Operational • Contribute to a system report prepared by the office of Governmental Relations

  8. Annual Budgeting • Phase I • Phase II

  9. Annual Budgeting Phase I • The Four “Rs” • Budgeting guidelines/assumptions defined by the President • Budget office distributes budget guidelines & forms to units (VPs, Deans, AD) • Reviewall budgets • Identify possible Reductions • Identify potentialReallocations • Request New Initiative • Assembles the materials returned by the units for hearings with Budget Council (President, VPs) and representatives from Faculty Senate & Staff Council

  10. Annual Budgeting Phase I • Budget Hearings • Units present their responses for • Budget reductions • Budget reallocations • Units present their new initiative requests • Budget Consideration • President and Budget Council determine priorities for funding • Reductions • Reallocations • New Initiatives

  11. Annual Budgeting Phase I • Priorities vs. Available Funds • Annual state appropriations combined with revenue estimates for (local) tuition and fees to determine “available funds” • President and Budget Council consider required budget increases (e.g. contractual obligations, utilities) and budget priorities compared to “available funds” • Tuition increase? • Fee increases? • If increases are to be requested, President holds public hearing with students about possible increases • President makes formal request to Regents

  12. Annual Budgeting Phase II • Finalize Annual Budget • Tuition and fees are set • Raises (if any) distributed • New Initiatives added • Reductions/reallocations applied • Board of Regents approve final budget • August in legislative year • May in non-legislative year • Budget loaded effective 9/1

  13. Budget Transactions • Budget Adjustments • 3,015 budget adjustments in FY2008 • Permanent • Position changes • Permanent reallocation between deptids in a unit or line items in a budget • Non-permanent • One-time funding for specific item • Reallocation of salary savings (e.g. overtime) • Reallocation of funds from a prior year

  14. Budget Transactions • Journal Entries • 941 journal entries in FY2008 • HR journals (each exceeds 2,800 lines) • Phone charges • Encumbrance journals (HR & phone) • Pre-Encumbrance journals (HR) • Advancement journals (gifts) • Other (transfers in lieu of budget adjustment) • Budget Overrides • Journals • Requisitions

  15. Budget Reporting • Reporting-Internal • Cognos Reports • Budget Office maintains access security • Web-based reports run “on demand” • Reporting database updated nightly • Two Primary reports used by Departments • Budget Summary Report • Certification Report

  16. Budget Reporting • Reporting-Internal • Budget Summary Reports • Focus: monitor transactions & balances • By Deptid or Projid • Summary totals by budget line items • Summary totals of beginning balance, adjusted budget, actuals, encumbrances, ending balance • Drill through from summary totals to • Detail summaries • Detail items

  17. Budget Reporting • Reporting-Internal • Certification Reports • Focus: accountability • Monthly certification must be completed by holder of deptid or projid • Special instance of report allows departmental staff aid in review • Holder reviews “actual” transactions for all his/her deptids or projids in a single report • Certify that transactions were • Appropriately authorized and/or that • Errors or questionable activities have been reported

  18. Budget Reporting • Reporting-External • “Key Performance Measures” to LBB (partnership with IR & Registrar & Others) • Annual “Sources & Uses” by expenditure classification to THECB (partnership with Financial Reporting) • Annual “Administrative Accountability” report to LBB • Annual “Cost Study Report” (partnership with Provost Office) that drives formulas • Various others

  19. Enterprise Info. System • Finance • Learning Solutions • HR • Student (instructional fees)

  20. Enterprise Info. System • Finance -Deptid & Projids • “Holder” limited by policy to certain job classifications • Set up system to automatically code transactions for reporting • Deptids (5,786 as of 10/2008) • Set up based on the original source of funds • Maintain documentation in budget office • Projids (763 as of 10/2008) • Set up based on source as determined by the research office • Research office maintains documentation

  21. Enterprise Info. System • Learning Solutions • Positions • Maintain Department Budget Table • Define how positions charged • Maintain approved salary amount • Drives encumbrance amount • Student • Define item types that drive the distribution of revenues from instructional fees

  22. Institutional Resource • Use of Funds • Driven by source of funds • State funds • Local funds • Auxiliary operations • Designated • Restricted • Unrestricted • Advice on appropriate use of funds (& alternative approaches) • Departments • Purchasing & Payment Services • Others

  23. Instructional Fees • Instructional Fees (417) • Lab Fees • Course Fees • Special Service Fees • Annual Review • Minimum of once a year • Most 2 or more reviews • EOY analysis for 90% spending

  24. Decision Support Systems • UNT today • Data rich • Information poor • Information • Delivered (mostly) by ad hoc reports • Drawing from transactional system and the data warehouse • Manually updated and maintained • Each update must be “reconciled” to make sure data is being used consistently • Result can be “multiple” versions of the truth

  25. Decision Support Systems Decision Support Systems provide accurate data and flexible analytical tools and information to support university leaders in making data-driven decisions

  26. Decision Support Systems • Need a robust data warehouse in which to • Store the data • Data defined by decision-maker need • External requirements • Define data relationships • Data analytics and metrics • Consistency in calculations • Single version of the truth

  27. Decision Support Systems • Use data from warehouse • Web-based, Interactive system • For use by • Regents • System community • Public

  28. Decision Support Systems – 1st “Project” • Chancellors Key Performance Indicator Report (KPIR) • Measure & Monitor Key Indicators of Progress • 5 Year historical comparisons • For each of the System institutions • Includes data for TX peer institutions • Annual report (pdf) that will have a url that allows drill through to the underlying data • Target delivery date: March 2009

  29. Decision Support Systems – 2nd “Project” • Institutional “Dashboard” Development • Dashboard example • Student Retention • Defined cohort • Institution • College • Department • Drill down to examine measures in more detail • Ethnicity • Gender • First generation student • Compare outcomes with predictions

  30. Decision Support Systems – 2nd “Project” • Institutional “Dashboard” Development • Steering Committee • Working group of individuals • Decision makers • Subject matter experts • Technical experts • Define needs (measures) • Define the sources of data • Define calculations • Define cohorts • Target delivery: first dashboards by 8/31/09

  31. Questions • Q&A will follow all presentations

More Related