Budget 101″ Presentation (Sept. 2012)

Report
Operating Budget
Education and General (E&G)
E&G represents the primary mission of the university:
Instruction, Research and Public Service. This would
also include those functions that are necessary to
support the mission. Resources provided for this
purpose are generally referred to as part of the current
operating funds and, along with Auxiliary funds,
comprise the annual operating budget. Revenues
supporting E&G primarily consist of Tuition and Fees
and State Appropriations.
Auxiliary
An Auxiliary enterprise directly or indirectly
provides a service to students, faculty or staff and
charges a fee related to, but not necessarily equal
to, the cost of services. Auxiliary enterprises are
generally self-sufficient operations and include
Athletics, Housing, Food Service, Bookstore,
Student Health, Student Center, HPER, Farris
Field, Radio Station, Post Office and Parking
Facilities.
Unrestricted Sources
Education & General
Tuition and Fees
State Appropriations
Auxiliary
Student Fees
Revenues from sources in chart
below
Unrestricted Grants and
Contracts
Unrestricted Uses (Functional Classification)
Education & General
Instruction
Athletics
Research (unrestricted)
Housing (including College Square)
Public Service
Food Service
Academic Support
Bookstore
Student Support
Student Health
Institutional Support
Student Center
Operation of Plant
HPER
Scholarships (Institutional)
Farris Field
Mandatory Transfers
Radio Station
Debt Service
Non-Mandatory Transfers
Auxiliary
Post Office
Parking Facilities
To Plant
To Auxiliary
To Other Funds
1
3
Cash Funds vs. State Treasury Funds
•
Cash funds are those dollars generated by the operation of the university.
Examples include student tuition and fees, room and board revenue, gate receipts,
rental of space, fines, interest earnings, etc.
•
State Treasury funds are those dollars funded through the State of Arkansas.
These include Revenue Stabilization Act (RSA) and Educational Excellence. There
are other State Treasury dollars funded on a one-time basis, such as the General
Improvement Funds.
•
Cash Funds and State Treasury Funds are both public funds.
•
Expenditures from all categories are reported to the state and will soon be available
on the UCA website.
Appropriation vs. Funding
•
Appropriation is the legislative authority to spend money up to a set amount.
•
Funding is based on a statewide formula and available revenue at the state level.
UCA is currently funded at 72.4% of what the formula suggests. This is about midpoint for all four-year, public universities, but slightly above the average of 71.1%.
4
Annualized Full-Time Equivalents (FTE)
This is the number used by the Arkansas Department of Higher Education (ADHE) to input
enrollment data into the funding formula. Enrollment for the full academic year is used and
is defined in the order of Summer 2, Fall, Spring and Summer I. Inter-sessions and offschedule Student Semester Credit Hours (SSCH) are also captured during an academic
year.
Following state definitions, annualized FTE are computed by adding all the SSCH, dividing
the undergraduate SSCH by 30 and the graduate SSCH by 24.
Looking at FTE by semester vs. annualized does not generate comparable numbers due to
the inclusion of summer SSCH. When FTEs are computed for the fall or spring semesters
alone, undergraduate SSCH is divided by 15 and graduate SSCH by 12. These two
different methods of looking at FTE are used in different ways.
5
Headcount vs. FTE
I’m taking 3
hours this
semester.
I’m taking 6
hours this
semester.
I’m taking 6
hours as well.
Headcount is simply a count of how
many students are enrolled in a given
period of time, regardless of how
many hours in which they are
enrolled.
FTE is the number of students who
are enrolled in enough credit hours to
be considered full-time students. For
Undergraduate students, this would
be a minimum of 15 hours. For
Graduate students, this would be a
minimum of 12 hours.
Undergraduate Students
In the example to the left, the
headcount would be 3 and the FTE
would be 1.
6
STATE FUNDING PER ANNUALIZED FTE
2001-02 TO 2010-11
7
COLA Increase Summary
E&G Total
Auxiliaries Total
Grand Total
Base Salaries COLA Salary Increase Fringe Rate
58,739,188
1%
587,392
31%
5,325,982
1%
53,260
31%
64,065,170
640,652
Fringes
182,091
16,511
198,602
Total
769,483
69,770
839,254
E&G Total
Auxiliaries Total
Grand Total
Base Salaries COLA Salary Increase Fringe Rate
58,739,188
2%
1,174,784
31%
5,325,982
2%
106,520
31%
64,065,170
1,281,303
Fringes
364,183
33,021
397,204
Total
1,538,967
139,541
1,678,507
Note: Additional funds would be needed for promotions and equity adjustments.
As of 10-11-2011
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Example –
Potential Revenue Generated from Tuition Increases
Percent
Increase
1.00%
New
Per Hour
$ 181.35
Additional
Revenue
$
484,475
$1.80 Per Hour Increase
$27.00 Additional expense per
semester for a student
taking 15 hours
Note: The assumption is based on annualized FTE and flat enrollment (FY12 numbers).
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Proposed Budget
FY13 Compared to FY12
1
2
3
4
5
6
7
8
9
Tuition & Fees
Appropriations
Sales & Services
Organized Activities
Grants & Contracts
Other Sources
Total E&G Revenue
Auxiliary Income
Total Income
10
11
12
13
14
15
16
17
18
Salaries & Wages
Benefits
M&O
Fee Waivers
Scholarships
Purchased Utilities
Debt Service
Transfers
Total Expenditures
FY12 Rev. Base
67,620,309
56,393,905
57,185
222,793
115,000
1,093,421
125,502,613
34,129,297
159,631,910
FY13 Proposed
67,620,309
56,705,551
57,185
222,793
115,000
1,093,421
125,814,259
34,952,622
160,766,881
%
Change Change
- 0.00%
311,646 0.55%
- 0.00%
- 0.00%
- 0.00%
- 0.00%
311,646 0.25%
823,325 2.41%
1,134,971 0.71%
% of
Budget
42.06%
35.27%
0.04%
0.14%
0.07%
0.68%
78.26%
21.74%
100.00%
71,280,400
20,528,213
28,649,160
4,883,731
17,418,295
5,236,907
7,740,258
3,894,946
159,631,910
-
71,671,014
21,231,469
29,152,787
4,883,731
17,474,451
5,236,907
7,731,236
4,152,180
161,533,775
(766,894)
390,614 0.55%
703,256 3.43%
503,627 1.76%
- 0.00%
56,156 0.32%
- 0.00%
(9,022) -0.12%
257,234 6.60%
1,901,865 1.19%
(766,894)
44.37%
13.14%
18.05%
3.02%
10.82%
3.24%
4.79%
2.57%
100.00%
* Current year tuition & fee revenue is projected to surpass the budget. The base budget will continue to be the foundation for building
the FY13 budget.
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* Current year tuition & fee revenue is projected to surpass the budget. The base budget will continue to be the foundation for building the FY13 budget.
55
SBAC Budget Priorities Recommendation for FY2013
Rank
1
2
3
4
5
6
7
8
9
10
10
11
12
Total
One-Time
Continuing
Expense
Expense
Description
994,920
Disaster Recovery
134,930 * Faculty step raises with promotion & advancement
81,000 * Nursing MSN (196,180 revenue generated)
2,350
48,101 Asst. Dir. Transfer Services
80,364 ECSE-UACCM program ($96,957 revenue generated)
80,000 Disability Support Services contingency
282,000
* SEM team of consultants
19,076 Faculty replacements
100,000 UTEACH (matching funds for grant)
48,576 Senior Chemist/Program Coord
5,000
125,450 EBI Map-Works and GradesFirst
75,590
25,468 EPIC
10,000 Travel funds
$ 1,359,860 $
752,965
$ 2,112,825
Division
Finance and Administration
Academic Affairs
Academic Affairs
Enrollment Management
Academic Affairs
Student Services
Enrollment Management
Academic Affairs
Academic Affairs
Academic Affairs
Enrollment Management
Academic Affairs
Advancement
* Included in proposed base budget for FY13; faculty step-raises and Nursing MSN funded through Provost Fund; SEM consultants
funded on base transfer from Univ./Gov. Relations to VPEM.
Notes:
Presented by division heads and ranked by the Strategic Budget Advisory Committee
The COLA was addressed separately from this priority list
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Chart of Other Funds – for Purposes Outside Annual Operating Budget
Sources
Restricted
(*CPS line 11)
External granting
agencies
Loan
Endowment
(CPS line 12)
Interest on loans
(CPS line 13)
Donors
Federal capital
contribution
Interest revenue
Plant
Agency
Unexpended Plant
R&R
Debt Retirement
Invested in Plant
(CPS line 14)
(CPS line 15)
(CPS line 16)
(CPS line 17)
Transfers from other Transfers from Mandatory transfers No cash; just bricks and Student Activity
funds
Auxiliary Units from E&G and Aux. in mortar, equipment and fee
the form of debt
other physical plant assets
expense
Bond proceeds during
Proceeds from bonds
Dues
the project
issued to cover
required sinking fund
Fund raisers
Uses
Restricted
Funds restricted by
outside entities
Loan
Perkins student
loans (NDSL)
Federal
grants/contracts
State grants/contracts
Private
grants/contracts
Endowment
Unexpended Plant
R&R
Baldridge trust (real Capital project
Housing
estate)
accounts
Crow
Plant
Debt Retirement
Debt paid from this
fund from transfers
from appropriate
accounts
Agency
Invested in Plant
Buildings
Major building or
Student Center
renovation accounts
Deferred maintenance Student Health
accounts
Capital carryover
College Square
accounts
Property acquisition Food Service
Land
BOT fund
Accumulated Depreciation
HPER
Greek accounts
Departmental
clubs
Infrastructure
Library Holdings
Equipment
Farris Fields
Housing
Furniture &
Fixtures
* CPS = Cash Position Statement
27
Deferred and Critical Maintenance List
29
FY13 Tuition & Fees
$8,000
$7,553
$7,343
$7,332
$7,180
$7,146
$7,000
$6,984
$6,528
$6,000
$5,560
$5,517
$5,436
UAM
UAPB
UAFS
$5,000
$4,000
$3,000
$2,000
$1,000
$UAF
UALR
UCA
ASU
SAU
HSU
ATU
Source: Schedule 18-1, compiled 5/14/12
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FY13 Total Cost Comparison – Tuition/Fees, Room & Board
$16,000
$15,255
$13,880
$13,803
$14,000
$12,834
$12,602
$12,396
$12,047
$11,970
$12,000
$11,530
$10,620
$10,000
$8,000
$6,000
$4,000
$2,000
$UAF
ASU
UALR
Residence Hall (Double Occupancy)
UAFS
UCA
HSU
UAPB
SAU
Board Rates (comparable to UCA's unlimited plan)
ATU
UAM
Tuition/Fees
Source: Schedule 18-1, compiled 5/14/12; UCA Housing Office
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