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Operating Budget Education and General (E&G) E&G represents the primary mission of the university: Instruction, Research and Public Service. This would.

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Presentation on theme: "Operating Budget Education and General (E&G) E&G represents the primary mission of the university: Instruction, Research and Public Service. This would."— Presentation transcript:

1 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 & GeneralAuxiliary Tuition and FeesStudent Fees State AppropriationsRevenues from sources in chart below Unrestricted Grants and Contracts Unrestricted Uses (Functional Classification) Education & GeneralAuxiliary InstructionAthletics Research (unrestricted)Housing (including College Square) Public ServiceFood Service Academic SupportBookstore Student SupportStudent Health Institutional SupportStudent Center Operation of PlantHPER Scholarships (Institutional)Farris Field Mandatory TransfersRadio Station Debt ServicePost Office Non-Mandatory TransfersParking Facilities To Plant To Auxiliary To Other Funds 1

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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 mid- point for all four-year, public universities, but slightly above the average of 71.1%. 4

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 off- schedule 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

5 Undergraduate Students I’m taking 6 hours as well. Headcount vs. FTE 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. In the example to the left, the headcount would be 3 and the FTE would be 1. I’m taking 3 hours this semester. I’m taking 6 hours this semester. 6


7 13 COLA Increase Summary Base SalariesCOLASalary IncreaseFringe RateFringes Total E&G Total 58,739,1881% 587,39231% 182,091 769,483 Auxiliaries Total 5,325,9821% 53,26031% 16,511 69,770 Grand Total 64,065,170 640,652 198,602 839,254 Base SalariesCOLASalary IncreaseFringe RateFringes Total E&G Total 58,739,1882% 1,174,78431% 364,183 1,538,967 Auxiliaries Total 5,325,9822% 106,52031% 33,021 139,541 Grand Total 64,065,170 1,281,303 397,204 1,678,507 Note: Additional funds would be needed for promotions and equity adjustments. As of 10-11-2011

8 Example – Potential Revenue Generated from Tuition Increases Percent Increase New Per Hour Additional Revenue 1.00% $ 181.35 $ 484,475 $1.80Per 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). 14

9 * 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. 22 Proposed Budget FY13 Compared to FY12 FY12 Rev. BaseFY13 ProposedChange % Change % of Budget 1Tuition & Fees 67,620,309 -0.00%42.06% 2Appropriations 56,393,905 56,705,551311,6460.55%35.27% 3Sales & Services 57,185 -0.00%0.04% 4Organized Activities 222,793 -0.00%0.14% 5 Grants & Contracts 115,000 -0.00%0.07% 6 Other Sources 1,093,421 -0.00%0.68% 7 Total E&G Revenue 125,502,613 125,814,259311,6460.25%78.26% 8 Auxiliary Income 34,129,297 34,952,622823,3252.41%21.74% 9Total Income 159,631,910 160,766,881 1,134,9710.71%100.00% 10Salaries & Wages71,280,40071,671,014390,6140.55%44.37% 11Benefits20,528,21321,231,469703,2563.43%13.14% 12M&O28,649,16029,152,787503,6271.76%18.05% 13Fee Waivers4,883,731 -0.00%3.02% 14Scholarships17,418,29517,474,45156,1560.32%10.82% 15Purchased Utilities5,236,907 -0.00%3.24% 16Debt Service7,740,2587,731,236(9,022)-0.12%4.79% 17Transfers3,894,9464,152,180257,2346.60%2.57% 18Total Expenditures 159,631,910 161,533,775 1,901,8651.19%100.00% - (766,894)

10 * 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

11 SBAC Budget Priorities Recommendation for FY2013 One-Time Continuing Rank Expense DescriptionDivision 1 994,920Disaster RecoveryFinance and Administration 2 134,930 *Faculty step raises with promotion & advancementAcademic Affairs 3 81,000 *Nursing MSN (196,180 revenue generated)Academic Affairs 4 2,350 48,101Asst. Dir. Transfer ServicesEnrollment Management 5 80,364ECSE-UACCM program ($96,957 revenue generated)Academic Affairs 6 80,000Disability Support Services contingencyStudent Services 7 282,000 *SEM team of consultantsEnrollment Management 8 19,076Faculty replacementsAcademic Affairs 9 100,000UTEACH (matching funds for grant)Academic Affairs 10 48,576Senior Chemist/Program CoordAcademic Affairs 10 5,000 125,450EBI Map-Works and GradesFirstEnrollment Management 11 75,590 25,468EPICAcademic Affairs 12 10,000Travel fundsAdvancement $ 1,359,860 $ 752,965 Total $ 2,112,825 * 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 56

12 Chart of Other Funds – for Purposes Outside Annual Operating Budget Sources RestrictedLoanEndowmentPlantAgency Unexpended PlantR&RDebt RetirementInvested in Plant (*CPS line 11)(CPS line 12)(CPS line 13)(CPS line 14)(CPS line 15)(CPS line 16) (CPS line 17) External granting agencies Interest on loansDonorsTransfers from other funds Transfers from Auxiliary Units Mandatory transfers from E&G and Aux. in the form of debt expense No cash; just bricks and mortar, equipment and other physical plant assets Student Activity fee Federal capital contribution Interest revenueBond proceeds during the project Proceeds from bonds issued to cover required sinking fund Dues Fund raisers Uses RestrictedLoanEndowmentPlantAgency Unexpended PlantR&RDebt RetirementInvested in Plant Funds restricted by outside entities Perkins student loans (NDSL) Baldridge trust (real estate) Capital project accounts HousingDebt paid from this fund from transfers from appropriate accounts BuildingsGreek accounts Federal grants/contracts CrowMajor building or renovation accounts Student Center LandDepartmental clubs State grants/contracts Deferred maintenance accounts Student Health Infrastructure Private grants/contracts Capital carryover accounts College Square Library Holdings Property acquisitionFood Service Equipment BOT fundHPER Accumulated Depreciation Farris Fields Housing Furniture & Fixtures * CPS = Cash Position Statement 27

13 Deferred and Critical Maintenance List 29

14 16 Source:Schedule 18-1, compiled 5/14/12

15 FY13 Total Cost Comparison – Tuition/Fees, Room & Board 21 Source:Schedule 18-1, compiled 5/14/12; UCA Housing Office

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