2017 Financial Managers Conference 1

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1 Financial Managers Conference Washington State University Budget Office May 25, 2017 Agenda Welcome & Opening Remarks WSU Budgeting Externally Administering the WSU Operating Budget (Part I) Administering the WSU Operating Budget (Part II) Managing your Area Budget WSU Budgeting Externally Deborah Carlson, Capital Budget Director Kelley Westhoff, Operating Budget Director 2017 Financial Managers Conference 1

2 How Big is the State Budget? Capital $6.6B Transportation $8.3B Operating $78.9B Operating Transportation Capital Total Where does the money come from? WHERE DOES THE MONEY COME FROM? Gas Taxes $3.1B Other $13.4B Bonds $3.9B Higher Ed Grants, Local Funds, Tuition $10.7B State General Fund $37.9B Federal Funds for Specific Programs $24.8B How is the State Budget Spent? How is the State Budget Spent Pie chart: $93.7B Public Schools $21.3B Human Services $35.5B Higher Education $14.9B Transportation $6.9B Government Operations $5.9B Natural Resources $4.1B Debt Service/Other $5.1B Human Services Public Schools Higher Education Transportation Government Operations Natural Resources Debt Service/Other 2017 Financial Managers Conference 2

3 How is the Budget Structured in Washington? State appropriations are made on a biennial basis Operating and capital budgets are separate appropriations because of the source of funds and cannot be intermixed. (Source: Most higher education construction is financed with state bonds) Zero-based budget for new capital appropriations, operating budgets have a base carryforward level Capital funds appropriated on a project-by-project basis Some capital projects cross biennia until completed Relationship Between Capital and Operating Budgets They are inter-related: Agency capital and operating budget requests are tied to WSU strategic plans Proceeds of bond sales are spent under the capital budget and the operating budget pays the debt service Decisions to expand or replace buildings have long-term effects on academic programs New buildings require new state funds to operate and maintain them. Failure to adequately maintain existing facilities within the operating budget leads to the need for larger capital appropriations to fix building problems What is Funded in the Capital Budget? The house but not the groceries! Capital projects with a useful life of more than 13 years and a cost of more than $25,000 and land purchases. Example: Request for Campus Utilities Extension: Design and Construction $11,536, Financial Managers Conference 3

4 What Are General Fund Sources of Revenue? Public Utility $0.8B Pie chart Real Estate 7.5B Other $5.9B Sales Tax $18.0B Property Tax $4.1B Business & Occupation Tax $7.5B Due to our heavy reliance on sales taxes, Washington's state tax system is by far the most regressive in the region and the nation. Regressive Tax Progressive Tax Annual Income Annual Sales Tax Tax Rate Annual Income Tax Tax Rate $ 40,000 $ 5,000 13% $ 2,857 7% $ 100,000 $ 5,000 5% $ 7,143 7% Total Taxes Generated $ 10,000 $ 10, Financial Managers Conference 4

5 The Higher Education Sector Comprised of: 2 Research Universities 4 Regional Universities State Board of Community and Technical Colleges (34 total colleges) Washington Student Achievement Council (financial aid / student success advocacy) Discretionary funding from the state level K-12, human services, pension obligations and debt service comprise between 2/3 3/4 of the state budget Higher education is a sector that is considered for funding after these mandatory obligations are met. Sources of Funding Higher Education Operating Budget (after 2016 Supplemental) Biennium Pie chart Grants 26% Local Funds 14% Tuition 21% UW Hospital 13% GF-S 26% The Higher Ed Sector Operating Budget 2017 Financial Managers Conference 5

6 Higher Education Sector General Fund Appropriations Overall state spending increased $7.1B between and Overall spending on higher education decreased $198M in the same timeframe, and Washington public baccalaureate institutions saw a disproportionate $498M decrease in state funding. Overall state spending has increased $13.4B since Overall spending on higher education has increased $550M in the same timeframe, and Washington public baccalaureate institutions have seen a $46M decrease in state funding Financial Managers Conference 6

7 State and Tuition Funding per FTE (in 2017 Dollars) Adjusted for inflation, the total cost of educating a student at WSU has remained steady during 20 years of declining state investments. Student tuition now covers 57% of the cost of education. Tuition Policy: Components of Tuition WSU Pullman Tuition Rates for Tuition Semester Amounts Building Operating Bldg+Oper S&A Total RESIDENT Undergraduate , , , RESIDENT Graduate , , , RESIDENT MBA (Pullman) , , , RESIDENT DVM , , , NON RESIDENT Undergraduate , , , NON RESIDENT Graduate , , , NON RESIDENT MBA (Pullman) , , , NON RESIDENT DVM , , , Tuition Policy: Net Operating Fees 2017 Financial Managers Conference 7

8 Graduate 6% Net Operating Fees by Category Professional 9% Pie chart of percentages Undergraduate 85% Undergraduate Graduate Professional Undergraduate Net Operating Fees Non-Resident 23% Resident 77% Resident Non-Resident Tuition Policy: & Governing boards were authorized to increase resident undergraduate tuition up to 14% per year in and up to 16% per year in * Not coincidentally these rate increases were assumed in the operating budget. Had WSU increased tuition less than the authorized amount we would have had larger cuts to absorb. $ millions State Appropriation Reductions $ (123.4) $ (107.9) Tuition Rate Increases Assumed in Budget $ 42.4 $ 67.9 Cuts Absorbed $ (81.0) $ (40.0) Tuition increases 14% 14% 16% 16% *Institutions had authority for higher increases but would trigger financial aid mitigation requirements Financial Managers Conference 8

9 Tuition Policy-Post Recession Biennium No increase in resident UG tuition per legislative mandate, WSU held all rates flat Biennium Resident undergraduate tuition (operating fee portion) reduced by 5% for academic year and by an additional 10% in academic year , per legislative mandate. Backfill state funding was provided. Although authorized to increase tuition by any amount for all other student categories, WSU opted for no tuition increase in academic year , or Biennium Current law would allow inflationary increases in resident UG tuition for FY18 and FY19. University Operating & Capital Budgets Biennium - $2.297 Billion Total $296.7 M Capital 13% Operating 87% $2.0B State Budget Cycle Washington enacts budgets on a two-year cycle Biennial budgets are adopted in odd-numbered years By law, the Governor must propose a biennial budget before Legislature convenes in January 2012 law requires a balanced operating fund budget Biennial budget can be modified in any legislative session supplemental budgets 2017 Financial Managers Conference 9

10 Sept 2016 Agencies Submit Budget Requests June 2016 OFM Issues Budget Instructions Dec 2016 Governor Proposed Budget Fall 2016 (Capital) Scoring Process OFM Reviews Agency Requests State Budget Cycle Jan 2017 Legislature Convenes April 2017 Legislative Regular Session Ends May/June 17 Governor Signs Budget Supplemental Budget Requests Summer 17 Agencies Submit Allotments July 1, 2017 Budget Takes Effect Capital Side-by-Side Biennium To Date Proposed Operating Budgets State Appropriations ($ millions) WSU Request Governor Senate House Budget Proposed Maintenance Level $ $ $ $ Medical Student Education Retention, Compensation, Benefits * * Center for Engineering & Science in Advanced Manufacturing and Materials (CESAMM) 5.0 M&O for New Facilities Research for Spokane One Health State backfill for Tuition Freeze Resident Undergraduate/STEM Enrollment Tuition Waiver Reduction Children's Mental Health Residency Other Total Biennial Budget (State Appropriations) Assumed tuition increase (3.3) $ $ $ $ FY 18 0% FY 19 0% FY % FY % FY 18 0% FY 19 0% *Compensation and benefit rate changes appropriated elsewhere in the budget. Senate total $9.6M House total $29.9M 2017 Financial Managers Conference 10

11 Questions??? Administering the WSU Budget Budget Staff What Does the Budget Office Do? 1. State Budget - Requests, Allocations, and Reporting 2. Allotments 3. Compensation Impact Model 4. Internal Budget Processes (review, hearings, summit) 5. Revenue Tracking (F&A, 17A, AFI) 6. Tuition Modeling (census day) 7. Central Benefit Pool Tracking / Analysis 8. Expenditure Monitoring 9. Area Carryforward Projections 10.Benefit Model 11.Accrual Analysis 12.Tuition Schedules 13.MSI, if applicable 14. Ad hoc Decision Support 15.University Workgroups & Committees 16.System Maintenance (HEPPS;MSI;DEPPS;AIS;BPS) 2017 Financial Managers Conference 11

12 Area Impact Spring Summer Fall Winter F & A Allocations PBL Processing Allocation JV s Accrual Processing S&A Fee Committee Support Tech Fee Committee Support S&A Fee Allocations Accrual Requests Faculty Promotions Enrollment Funding Position / Appointment Clean-up F & A Allocations PBL Processing Allocation JV s Accrual Processing Fiscal Y/E & Carryforward Position Control Y/E Initial Budget Allocations S&A Fee Allocations F & A Allocations PBL Processing Allocation JV s Accrual Processing Consideration Files S&A Fee Allocations F& A Allocations PBL Processing Allocation JV s Accrual Processing S&A Fee Committee Support Tech Fee Committee Support Fiscal Notes Central Operating Budget Distribution Pete Beeson Budget Officer Central University Revenue Streams Revenue Receipted Deposited in Central Area Re-Distributed to Areas 2017 Financial Managers Conference 12

13 Sources of Funding What is the central operating budget? Portion of the annual operating revenue sources that flow into central Budget Office controlled accounts. REVENUE SOURCES Source FY 17 Amounts Fund Designation State Appropriations (GFS, Proviso, 08A Ed Legacy, 062 Cap) $225 M ,001-13, Net Operations Tuition Receipts $230 M ,149-13, Facilities and Administration (Indirect Cost) Administrative Fees & Interest (ASC, Student Fees, others) $30M , $17M Summer Session Residual Net Funds $2.4M Development 17A Earnings $2M Federal Land Appropriations (Land Grant Funds) $10M 143-XX Capital Project Administrative Fee $1.3 M Proportion of Resources Distributed Total sources listed in previous slide $518M Total annual operating revenues in FY16 = $1.1 B About 48% of funds flow into Budget Office managed finance areas University Activities Where There Is No Budget Office Direct Involvement Sponsored Projects Auxiliary/enterprise activities (Athletics, Housing & Dining) Internal Services Scholarships and Development Financial Aid Controller s Office does budgeting for sponsored projects Revenues from these other activities are allocated when revenues post to receipt accounts, including self-sustaining activities Financial Managers Conference 13

14 Revenue Flow into Central Finance Areas. Distribution of funds based on source. Area 80 State Appropriations and Net operation Tuition Area 64/63 Facilities and Administration Area 90 Administrative Fees and Interest& CPAF WSU Budget Office Classification of Commitments $ Annual ongoing allocations for base program support (PBL) $ Central Budget Set Asides Area 63 Summer Session Residual Area 96 Undesignated Development 17A Earnings Area 51 Central Benefit Pool and Resource Allocation Academic and Support Divisions $ Temporary (potentially onetime only) $ Annual Provost Allocations Available Resources Expended by Program Budget Office distributes all funding resources needed to perform activities in programs 1-10, excluding resources earned in self-sustaining fund Primary mission programs are instruction (06), research (10), and extension/public service (09). Support programs are academic support (08), plant O & M (04), student services (03), libraries (05), institutional support (01). Annual Budget Allocation Documents The Budget Office prepares and distributes budgetary information in a series of three files near the start of each fiscal year, usually late August or early September. Why at this time period? 2017 Financial Managers Conference 14

15 Allocation Document Contents Area XX Core Annual Operating Budget FY XX Annual Operating Budget Allocation Summary tab (by PBL fund & 17A) Core Carryforward Funds by Department Planning Budget Level (PBL) Estimated Annual Distributions (enrollment model, F & A, Qtrly endowment, gifts or contributions) One-Time Allocations from Central or Provost All Funds Activity Schedule (CF prior year, CY Rev, CY Exp, & Ending CF by fund-sub), all fund groups Core PBL types, self-sustaining or enterprises, development, and sponsored projects Additional Files Special Note Area XX FY XX Detail tables of enrollment based funding model, general description of contents in annual operating budget allocation summary file, discussion of particular commitment/funding distributions pertinent to that fiscal year. Area XX detail file FY XX Copy of PBL schedule in core file with PBL Journal Voucher (JV) number included, copy of temporary commitment allocation listing (area identifies account information and returns to Budget Office for JV preparation & processing) Planning Budget Level Processes 2017 Financial Managers Conference 15

16 Planning Budget Level Characteristics Definition = The annual base fund allocations that will be provided to each finance area in order to conduct its core program activities for the upcoming fiscal year (prg 1-10 only). The fund type of the allocations or color of money are based on historical norms for the area and in some cases specific activities conducted. The funding level for any given year may change on an incremental basis due to several factors. Budget total for PBL assigned to finance areas = about $375M out of $518M or 72.4% Why Planning Budget Level Changes Changes can result in increases or decreases in funding levels Institutional Initiatives Overall State Budget Reductions Legislatively Targeted Program Initiatives Reorganizations between WSU Divisions or Departments New Fiscal Year PBL Distribution Processes PBL Funding Cycle Annual coinciding with state fiscal year Beginning 7/01/XX PBL of New Fiscal Year = Ending 6/30/XX PBL Value of Prior Fiscal Year Actual allocation of funding occurs in three phases Permanent salary base value allocations HEPPS/AIS interaction 1 st week of July, new FY Position values assigned to OBJ_00 in departmental operating accounts are tied to the position base value as reported in HEPPS for permanent positions only. Budget Office uploads PBL distribution table, usually early August, new FY Salary allocation reconciliation to account for whole $ based PBL values Financial Managers Conference 16

17 PBL Changes During The Year Position Actions Central vs. Area Funded Position Base Values Permanent position base value changes funded from central sources Examples of centrally funded position changes Faculty Promotions (AC 510) Mass Salary Increases (AC 511 Fac/AP) Classified MSI (AC 514) Graduate Student Increase (515) PID/STO/Central Reclass All of the central funded actions are charged to a central area account. Permanent position base value changes funded by area s existing PBL sources Examples of area funded position changes Add Faculty or Graduate Position (AC 101) Add Classified or Professional Position (AC 401/402) Faculty Promotion (AC 512) Abolished Position (AC 115) Term Change, Fund Source Change, Base Value Change (AC 121, 122, 125) All of these area funded actions are charged or credited to area reserve accounts. These actions have no effect on total PBL of an area. Shift between reserves and dept. PBL Changes or Re-allocations Non-Position Manual PBL JV changes proposed in the online budget planning system (BPS) may or may not change area PBL totals Re-distribute existing non-salary object class related PBL amounts Transfer PBL amounts to other finance areas Central Office changes PBL amounts mid-year Object 00 is not to be used on PBL JVs for departmental operating accounts Can be used on area or department reserves 2017 Financial Managers Conference 17

18 Monthly Updates to Area PBL During the Fiscal Year PBL dollar values, position base values, and associated attributes are maintained in an access data base model PBL updates are performed monthly after month-end accounting closes Monthly data input for updates include HEPPS staff planning file, HEPPS PBL change file, BPS PBL JV document and sequence files, & the BPS edit reserve table. Completed updates are published in BPS and the financial data warehouse Reporting of PBL Values End of month or fiscal year snapshot of PBL dollar values End of month or fiscal year snapshot of position base values and FTE Manual PBL JVs posted in access data base Position action activity listing with change in funding designation C or A Reports are retrievable from either BPS or financial data warehouse Budget and Planning System Reports PBL by account and object class distribution Reports Presented by BPS Permanent position listing with beginning value, changes, and ending value Position action listing showing operating account involved and the area reserve or central account charged or credited with the base value change 2017 Financial Managers Conference 18

19 Corporate Reports Available in Financial Data Warehouse PBL Account Object Balances for Area with Detail Individual reports for balances, object activity, and position activity. PBL Account Object Balances for Budget with Detail For Budget not whole area PBL Account Position Balances for Area Prompts for area, fiscal year, month. Provides fund, program, and account levels. PBL Account Position Balances for Budget For Budget not whole area. Benefit Pool Processes WSU utilizes a central pool methodology to distribute funding support to cover benefit related costs for particular fund types (001-XX, 143-XX, , , ) Characteristics Include: Budget allocations to area departmental operating accounts where actual benefit expenses are recorded happens as part of each payroll expense cycle Front loading of funds available to cover benefit expenses are allocated into area 51 accounts near the start of new fiscal year ($85M Pullman central set-aside) Benefit Pool Processes All object 07 classification types are covered by central allocations except non-student hourly, teachers ret or qualified tuition reduction benefits, such as HE, HF, HH, HJ or QT Typical incremental changes to the pool totals can be from legislative rate changes for health insurance, pension plan rate contributions, or increases in enrollment initiatives Pullman/Spokane campuses finance areas PBL do not include budget allocations to directly cover their employee s benefit expenses Tri-Cities and Vancouver s PBL distribution tables do include estimates for benefit expenses for the fiscal year 2017 Financial Managers Conference 19

20 F&A Allocations Maggie McFadden Budget Policy Analyst Policy for Allocating F&A Cost Recovery Revenue (EP#2) Distribution of F&A Revenue 4% Office of Research 7% Libraries 23% to F&A Revenue Generating Units 38% Campus Support 28% University Support For more information: BPPM Distribution of Generating Units F&A 23% of F&A revenue is distributed to revenue-generating units Distributions are made in one of three ways: PULLMAN CONTRACTS URBAN CAMPUS CONTRACTS WITH Academic Unit Affiliation URBAN CAMPUS CONTRACTS WITHOUT Academic Unit Affiliation Department: 15% Dean: 8% Academic Dean: 11.5% Chancellor: 11.5% Chancellor: 23% 2017 Financial Managers Conference 20

21 F&A Allocations Quarterly Process BPS and the F&A Distribution List Over 250 Active Distributions (non EP#2) Quarterly Update list with new distributions Yearly Update all accounts/mark complete. Distribution List Comment Section In BPS A way to communicate how you want the distribution handled. Keep it simple: Who, what, where. Smith 100% to No need for Per Mou or Per EP2 WSU Budget Office Staff Planning Karen Peterson Budget Officer 2017 Financial Managers Conference 21

22 WSU Budget Office Staff Planning Budget Concepts Systems Faculty Promotions Mass Salary Increases Benefit Model & Rate Projections Staff Planning Resource Guide Position Control Accruals (Salary Savings) Positions and Appointments Staff Planning Budget Concepts WSU Staffing costs are budgeted by use of positions Employees are appointed to one or more positions A position is a specific set of duties and responsibilities Positions can be permanent or temporary Appointments can be permanent or temporary separate from any designation related to a position Funding lines are different for permanent and temporary positions Permanent positions have base, allocation, and expense funding lines (99/99/99) Temporary positions only have expense funding lines (12/31/49) Allocation represents the amount of funding permanently budgeted for the current fiscal year. Base reflects the annualized impact of transactions to equate to next year s allocation amount. Allocation and Base are budgeting concepts. Active expense lines are necessary for the payment of an individual appointed to the position 2017 Financial Managers Conference 22

23 WSU Systems and Resources DEPPS is the area version of HEPPS (Higher Education Payroll and Personnel System) Paper forms are still used to process position updates Accuracy of form and timing matters review carefully Align position changes with appointment changes DEPPS screens show detail Business Objects reports Budget Planning System permanent position changes DEPPS Screen Example DEPPS Commands 1 NS Name Search 2 QACRL Query Accrual 3 QACT Query Account 4 QALCN Alcn Adjustment Detail 5 QAPT Query Appointment 6 QBASE Base Adjustment Detail 7 QEMP Query Employee 8 QJC Query Job Class 9 QPREXP Query Payroll Expense 10 QPSN Query Position 2017 Financial Managers Conference 23

24 Faculty Promotions & Mass Salary Increases Faculty promotions are an annual process with funding shared by Central and Areas (80% Central; 20% Area) for PBL funds Guidelines and promotion funding lists are provided by the Budget Office based on a list provided by the Provost s office Mass Salary Increases may or may not occur on an annual basis legislative driven or self-funded by WSU MSI rules can vary by employee type. For example faculty mass salary increases are applied per the faculty manual. The Budget Office will later be demonstrating the MSI online system Benefits Model Benefit estimates can be derived from a combination of models General Model - Employer rates by sub object / description Provides average rate by employee type Benefit Rates sub object by employee type for applicable rates Descriptive notes and unemployment rate by program Rates can be blended. Current year benefit information available on the Payroll Services website (Fringe Benefit Rates). Position Control Anne-Lise Brooks Budget Policy Analyst 2017 Financial Managers Conference 24

25 Forms and Form Review Position Action (PA) Expense Assignment Action (EAA) Position Identifying Change Form (PIDD) Cyclic Memos Things to Consider Review current information in DEPPS Effective dates Signatures Cyclic positions, 3 month summer cycle Matching position with appointment Accruals 2017 Financial Managers Conference 25

26 Accruals (Salary Savings) Policy Central pool provides for turnover costs (sick and annual leave payouts), and PIDs Areas retain savings from vacant faculty and graduate student positions on WSU program 05 (libraries) and 06 (instruction) Areas retain savings from the transfer of expenditures to grants (programs 11A-14Y) regardless of employee type Central captures savings from vacant classified, administrative professional, and non-instructional faculty positions for the first four months. Subsequent accruals are returned to areas upon request * WSU Vancouver, WSU Tri-Cities, Extension, and Ag Research manage their own accruals. Important Links Updated Accrual Policy as of March 2017: Salary Accrual and Allocation Adjustment Policy WSU Accrual and Allocation Adjustment advisory Guidelines Things to Consider About Accruals Position and appointment changes Split or temporary funded Retroactive changes Request 2017 Financial Managers Conference 26

27 Business Objects Report Example Corporate Report Area Accrual Detail and Summary : reflects accrual transactions by the account and program level Allows Review By- Accrual reasons and transaction flow Examples: - No Alloc (Temp Position) ; From Area - Expense < Allocation ; To Central UÜxt~ 2017 Financial Managers Conference 2017 Financial Managers Conference 27

28 MSI System Demo and Feedback Dave Anderson Budget Office Systems Administrator Karen Peterson Budget Officer WSU Budget Office MSI System Online system to apply merit based mass salary increases Employee data is pre-loaded for area use Allows application of Faculty Manual guidelines based on professional development, merit, equity & market adjustments Area Finance Officers can set up area users and define levels Views include summary level and detail funding splits System Summary Demo Feedback for upgrade ideas: MSI Feedback: Friday May 26 at 9:30am -10:30am, French Ad, Rm. 442 Managing Your Area Budget Don Holbrook Executive Director Office of the Provost & Executive Vice President Chris Jones Budget Policy Analyst 2017 Financial Managers Conference 28

29 Working with Your Dean (or boss) Be on the radar Establish regular meetings Learn their style Modify your reports to match that style Working with Your Dean (or boss) Lead by example An AFO working relationship with their dean is more than providing numbers Accuracy most important However, missing deadlines hurts credibility Empower your boss! General Tips As an AFO you should try to minimize the actual amount of spread sheet & report preparation you do yourself. While you need to thoroughly understand the data and not always operate at the 30 thousand foot level, it is very difficult to catch discrepancies when it is your own work. It is a tough balance of high level analysis and understanding the detail Financial Managers Conference 29

30 General Tips (cont d) Participate in leadership meetings Always, always, always operate with integrity Admit when you make a mistake, but come with a solution, if possible. Ask for assistance and advice! Don t Be Afraid to Ask for Assistance and Advice Helping Grandpa search for Budget Solutions Sources for Advice Scarce training for AFO s. It is a huge job with a lot of pressure. Your deans are making hiring and other important decisions based on your projections. Other AFO's Budget Office Controller s Office Peers Conference Networking 2017 Financial Managers Conference 30

31 FY17 Initial FY17 Initial Current B.O. Current B.O. Current Net % of % of B.O. Operations Salary Salary Salary Net Operations Operations Net Total Change Operations Posn Area Total Net BUDGETS & PBL CHANGES Allocations Allocations PBL PBL PBL to PBL to Total PBL FTE PBL Admissions Administration A , , , ,896 (0) 12,916 12, , ,812 0 Processing A , , , , ,848 74, ,604 1, ,604 0 Sub Totals 92, , , ,652 (0) 87,764 87, ,416 1, ,416 0 Enrollment Management A , , , , ,425 33, ,033 (61,596) ,033 0 Enrollment Management Admin A ,224 64, ,224 64, ,224 0 Sub Totals 33, , , , ,425 33, ,257 0 (61,596) ,257 0 Enrollment Information Technology A ,659 1,093,037 1,131,824 1,131, ,131,824 16, ,131,824 0 Sub Totals 22,659 1,093,037 1,131,824 1,131, ,131, , ,131,824 0 Financial Aid Counseling A ,395 1,902,100 1,800,240 1,800,240 (0) 98,395 98, ,898,635 (101,860) ,898,635 0 Financial Aid Communication Center A ,000 19, , , ,000 (19,817) ,000 0 Sub Totals 258,444 1,961,551 1,820,057 1,820,057 (0) 256, , ,076,938 0 (143,057) ,076,938 0 Recruitment Admin ASC A ,222 30, , , , , ,979 0 Telecounseling A , , , , ,500 0 Recruiter A ,000 42,529 47,476 47,476 (0) 16,000 16, ,476 (9,053) ,476 0 Recruiter A ,864 48, ,000 16, ,864 64, ,864 0 Sub Totals 1,048, ,700 1,014,397 1,014,397 (0) 561, , ,575,672 0 (56,611) ,575,672 0 Registrar Office A , , , , ,688 (1) Registrar Office - Athl Eligib A ,437 54,437 54, , ,437 0 Registrar - Misc A ,428 40,428 40, , ,428 0 Sub Totals 0 663, , , , ,553 (1) Equipment Replacement Q , ,471 41, , ,471 0 Sub Totals 41, ,471 41, , ,471 0 Area Reserve A , ,072 63, ,072 13, ,072 (0) Area Reserve A (130,536) , , , , ,771 0 Area Reserve A (1,676) (1,676) 0 (1,676) (1,676) (1,676) 0 Area Reserve A ,408 27, ,408 27, ,408 0 Sub Totals (3,701) , , , , ,128 0 Enrollment Services Current PBL Totals 1,493,481 5,217,716 5,555,315 5,555, ,413,944 1,413, ,969, , ,969,259 (0) Budget Office Target Base - April 30, ,555,315 1,413,944 6,969,259 Net Difference (0) (0) 0 Future Adjustments: Registrars Psn Prog Support Supervisor 6, ,432 Potential Actions within Recruitment/Reclass/Retention/Superv 11, , Total Future Adjustments : , ,804 WASHINGTON STATE UNIVERSITY Management & Working Reports Management Reports Polished Easy to understand (may be exceptions) Always with a date Limit to critical data Charts Working Reports Don t need to be as polished these are your working papers Detailed so that you can respond to inquiries Should have several balancing points Don t save over previous version keep the history. Sample Reports Monthly PBL Reconciliation Monthly Area Reserve Cash Reconciliation Area Reserve - 5 year projections Commitment Tracking (w/ scanned documentation) Budget Available vs Budget Awarded P B L / C H A N G E / S U M M A R Y PBL CHANGE SUMMARY As of April 30, Financial Managers Conference 31

32 P B L / D E P A R T M E N T / P A G E FY16-17 PERMANENT BUDGET LEVEL SUMMARY As of April 30, 2017 Type Posn Posn FY16 MSI FY17 Merit/Reten Faculty Position Abolish Other Adj Current Position Description Title JC Emp Posn No. Term FTE End Base Increase Beg. Base Salary Incr Promotion PID Reclass Pos ition PBL Changes Needed Total Adj. PBL Comments Administration A Employee Name PRINCIPAL ASSISTANT E P P , , ,226 Employee Name DIRECTOR F P P ,518 2, , , Total Salaries ,786 3, , ,896 Support Funds: 01 Wages 1, , , Goods & Services 4, , , Travel 7, , ,500 Total Support Funds 12, , ,916 Grand Total 185,702 3, , ,812 Processing A Employee name Program Assistant C P P , , , ,356 30,528 PID July Employee name Program Coordinator C P P , , ,983 Employee name Student Svcs Manager E P P ,267 1,319 74, ,586 Employee name PROG SUP SUPERV I C P P , , ,060 Employee name Student Svcs Specialist E P P , , ,670 Employee name Program Assistant C P P , , ,616 2,616 38,544 JAN Employee name Program Assistant C P P , , ,436 Employee name Office Assistant 2 C P P , , , ,212 26,616 PID August Employee name Program Coordinator C P P , , , Total Salaries ,534 9, , ,657 2, , ,756 Support Funds: 01 Wages 35, ,617 (4,836) (4,836) 35, Goods & Services 35, , , Travel 8, , ,600 Total Support Funds 79, , (4,836) 0 (4,836) 74,848 Grand Total 629,218 9, , ,657 2,616 0 (4,836) 0 1, ,604 DEPARTMENT TOTAL SALARY ,320 13, , ,657 2, , ,652 DEPARTMENT TOTAL OPERATIONS 92, , (4,836) 0 (4,836) 87,764 DEPARTMENT GRAND TOTAL 814,920 13, , ,657 2,616 0 (4,836) 0 1, ,416 Summary of changes to Operations PBL: Beginning Balance: 92,600 Psn Reclassification (4,836) Operations PBL 87,764 Difference 0 Area Reserve Cash Reconciliation Enrollment Management Reserves (Area 04) Projections As of: 4/30/2017 Actual & to Date Projected Projected Projected Projected Projected Permanent Budget Level Funding (PBL) Area PBL $ 6,847,399 - $ - $ - $ - $ $ - $ - Less PBL Salaries (5,121,498) $ - $ - $ - $ - $ $ Less Unit Operations (1,684,430) PBL Adjustments for the Year (55,425) $ 424,829 $ - $ - $ - $ $ - $ 433,128 Ending PBL Balance (Area Reserve) 8,299 $ 433,128 $ 433,128 $ 433,128 $ 433,128 $ Cash In -Area Reserve Prior Year Balance Forward 899, ,957 12,383 16,298 20,212 $ $ 8,469 $ $ $ $ $ 433,128 Initial PBL to Cash Allocation (Includes Perm-Temp $) 8,299 $ 433,128 $ 433,128 $ 433,128 $ 433,128 $ $ 100,000 Net Income from NSP 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ $ 1,016,323 Fee Accounts 859,259 $ 1,016,323 $ 1,016,323 $ 1,016,323 $ 1,016,323 $ $ 104,398 Misc 618,399 $ 104,398 $ 104,398 $ 104,398 $ 104,398 $ $ 1,674,062 Total Cash In - Area Reserve 2,523,861 $ 1,932,807 $ 1,662,318 $ 1,666,233 $ 1,670,147 $ Actual/Projected Projected Projected Projected Projected Projected Cash Out - Area Reserve Commitments to Enrollment Management (457,545) (336,343) (61,940) (61,940) (61,940) (61,940) $ $ $ $ $ $ $ (79,675) Commitments to EIT (52,078) $ (79,675) $ (79,675) $ (79,675) $ (79,675) $ $ (1,169,378) Commitments to Recruitment (1,078,835) $ (1,169,378) $ (1,169,378) $ (1,169,378) $ (1,169,378) $ $ (30,000) Commitments to Registrar (248,569) $ (30,000) $ (30,000) $ (30,000) $ (30,000) $ $ (60,000) Miscellaneous Commitments (1) $ (60,000) $ (60,000) $ (60,000) $ (60,000) $ $ (227,461) Equipment Replacement/ , & (98,308) $ (227,461) $ (227,461) $ (227,461) $ (227,461) $ $ (1,628,455) Total Cash Out - Area Reserve (1,935,691) $ (1,902,858) $ (1,628,455) $ (1,628,455) $ (1,628,455) $ Actual Cash Balance - Area Reserve $ 588,184 $ Less Commitments Projected to Post in FY17 (309,227) Projected Projected 2019 Projected 2020 Projected 2021 Projected 2022 Projected $ 278,942 $ 29,949 $ 33,863 $ 37,778 $ 41,692 $ 45,607 Projected Cash Balance - Area Reserve Annual Net Gain / (Loss) - Revenue less Commitments $ (620,379) $ (249,009) $ 25,395 $ 25,395 $ 25,395 $ 25, Financial Managers Conference 32

33 C O M M I T / T R A C K I N G / S C A N Allocation Area Type/Budge Fiscal Fund FY2017 Commit # # Area Name Unit Name Status eport Classificatio t Impact Year Type Description Documentation Allocation PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office PROV 1 Prov ost Office FY2016 $ Amt from Notes/JV Input PROV PBL Effect 1 Area Prov ost 68 Office JV # Date FY17 FY18 FY19 FY20 FY 21 Encumbered PROV- 1 Faculty Senate A B U D G E T / S P E N D Provost FY17 Budget (All 3 Areas Combined) Total Budget PBL Salaries (001 PBL Operations Salaries, Bens & Area 68 Perm/Temp Other Temporary Funding Unit Awarded & ) (001 & ) Operations (148 01) Funding (001 & ) (Includes EBB to OUE) (001) Academic Success & Career Advising 1,066, ,170 26,415 63, ,395 Admissions 829, ,652 87,764 Assessment & Innovation 453, ,501 42,764 4,904 40,423 Corporate Relations 228, ,690 20,000 Enrollment Area Reserves 543,444 (9,049) 270, ,903 Enrollment Equipment Replacement 182,971 41, ,500 Enrollment Information Technology 1,072,470 1,102,811 (75,341) 45,000 Enrollment Management Admin 213, ,204 33,425 Equity & Diversity 478, ,674 34,873 1, ,212 Freshman Seminar 116,999 54,110 30,889 32,000 Honors College 1,158,253 1,136,892 21,361 Institutional Research 748, ,050 16,968 18,352 Misc Small Units (ROTC/Ombuds, etc) 611, ,436 96, ,278 1,063 Museum of Arts 382, ,142 21, Native American Programs 414, ,922 13,928 80,752 2,169 New Student Programs 1,803,267 1,803,267 Office of Undergraduate Education 971, ,566 36,805 1,306 5, ,415 Provost Administration 1,571,303 1,473,323 97,980 Provost Support / Commitments 919, ,918 10,100 Recruitment & Marketing 2,471,671 1,014, , ,499 40,000 Registrar 1,027, , ,251 Student Academic Success 286, ,136 Student Financial Services 2,071,214 1,852, ,395 Writing Program 379, ,130 54,156 56,000 Total Budget Awarded in Area 01 & 04 20,002,571 12,625,718 1,657,793 3,557,119 1,332, ,742 Colleges 796, ,476 Colleges Partner Accommodation 500, ,000 Colleges Dean Searches 215, ,000 Other Non College 210, ,000 Grand Total Budget Awarded 21,724,047 12,625,718 1,657,793 3,557,119 3,053, ,742 Total Available Budget 20,572,722 12,706,658 1,873,608 3,035,299 2,168, ,233 Net Long / (Short) (5.3%) (1,151,325) 80, ,815 (521,820) (884,751) (41,509) Sample Reports (cont d) Budget Planning Expenditure History and To Date Allocation/Revenue History & To Date Net Revenue 2017 Financial Managers Conference 33

34 B U D G E T / P L A N N I N G Enrollment Management Finan (Does not include 7/1 % of Enr ollme nt % of % of Area Enrollment Enr ollme nt Information Unit ----> Total Totals Admissions Admissions Re se rve s Management Info Tech Technology Incoming Funding Salaries - PBL 56% 5,271,400 75% 720, ,256 98% 1,071,978 Operations - PBL 17% 1,585,152 10% 92,600 14,947 33,425 2% 22,659 Revenue Generated (Net after fees) 28% 2,624,358 16% 150,186 0% - Total Incoming Funding 100% 9,480, % 963,390 14, , % 1,094,637 - Outgoing Funding Salaries Expense - PBL 54% (5,369,394) 89% (720,604) - (202,256) 95% (1,169,978) Salaries Expense - Temporary 3% (262,370) 0% 0% Salaries Expense - Revenue 5% (461,292) 0% 0% Benefits Expense - Revenue 2% (201,281) 0% 0% Sub Total - Salaries/Benefits 64% (6,294,337) 89% (720,604) - (202,256) 95% (1,169,978) Operations Expenses - PBL 17% (1,638,852) 11% (92,600) (33,425) 2% (22,659) Operations Expenses - Temp 0% (33,108) 0% 0% Operations Expenses - Revenue 19% (1,905,746) 0% 4% (45,000) Sub Total - Operations Expenses 36% (3,577,706) 11% (92,600) - (33,425) 5% (67,659) Total Outgoing Funding 100% (9,872,043) 100% (813,204) - (235,681) 100% (1,237,637) Net Long / (Short) -4% (391,133) 16% 150,186 14, % (143,000) B U D G E T / P L A N N I N G Commitments PBL Committed Temporary Funds Committed Total Committed Total Units Salary Operations Total Salary Benefits Operations Total Amount FTE Admissions (741,652) (87,764) (829,416) 0 (829,416) Enrollment Management (182,832) (33,425) (216,257) 0 (216,257) 1.50 Enrollment Information Technology (1,131,824) 0 (1,131,824) 0 (1,131,824) Student Financial Services (1,820,057) (256,881) (2,076,938) 0 (2,076,938) Recruitment & Marketing (1,014,397) (561,275) (1,575,672) 0 (1,575,672) Registrar (664,554) 0 (664,554) 0 (664,554) Equipment Replacement (need more $ - waiting for EIT Est) 0 (41,471) (41,471) 0 (41,471) Move PBL from Provost's Area to EM Special Asst Psn (144,200) 0 (144,200) (144,200) Enrollment Management Currently Committed on PBL (5,699,515) (980,816) (6,680,331) (6,680,331) Net Available (Funding less Currently Committed) (144,200) 633, , , , ,928 Outstanding Commitments - Not Covered by PBL: PBL Needed Revenue Needed Total Fill out PBL for Special Asst (or Vice Provost for Enrollment Mgmt) Position (104577) (45,800) (45,800) 0 (45,800) Funding from 102, , ,653 Correction of Salary - move from NSP to Recruitment (87000) (11,404) (11,404) 11,404 3,991 15,395 3,991 Correction of Salary - move from NSP to Recruitment (75997) (7,210) (7,210) 7,210 2,524 9,734 2,524 Southern California Recruiter (currently - temp funds) (118135) (51,500) (25,000) (76,500) 0 (76,500) Northern California Recruiter (currently - temp funds) (120743) (47,500) (15,000) (62,500) 0 (62,500) Increase to Recruiter Operations for FY16, per discussion w ith WP (33,225) (33,225) 0 (33,225) Salary increase for (5,000) (5,000) 0 (5,000) Reclass fr Prog Asst to Program Specialist II (7,140) (1,000) (8,140) 0 (8,140) Reclass for from Prg Ast to Prg Coord (3,336) (3,336) 0 (3,336) Salary increase for TBD Sr. Admission Counselors (4 x $2,500) (10,000) (10,000) 0 (10,000) New - Associate Director Transfer/Recruitment (55,000) (10,000) (65,000) 0 (65,000) New - Associate Director Non-Res - CA (60,000) (15,000) (75,000) 0 (75,000) New - Program Assistant in Admissions (30,672) (30,672) 0 (30,672) New - Program Coordinator in Admissions (34,476) (34,476) 0 (34,476) New Admissions Counselor (Tacoma) (45,000) (15,000) (60,000) 0 (60,000) New - Visit Coordinator (122026) (45,000) (10,000) (55,000) 0 (55,000) Total Outstanding Commitments - Not Covered by PBL (389,610) (91,000) (480,610) 18,614 6, ,129 (455,481) Estimated Net Available/(Short) after All Commitments (533,810) 542,128 8,318 18,614 6, , , , % 5% Reallocation Value to Give Up on July 1, 2017 (345,000) (345,100) 5.0% Total Needed from Units on July 1, 2017 (12,653) Expenditure Tracking 2017 Financial Managers Conference 34

35 Looking at Expenditures at the 75% Mark 25% increase 15 to 16 83% increase 12 to 16 Salaries up 50% 12 to 16 Tremendous increase in operations, due mainly to University initiatives. Travel up 57% from 15 to 16, but down from Financial Managers Conference 35

36 Tracking Benefit Allocations on Financial Managers Conference 36

37 Questions? On-the-Fly: Data Analysis for Ad Hoc Reporting Where does our data come from? Mostly large institutional datasets connected to reporting systems But also departmental/area datasets, external data and shadow books Sometimes business intelligence software connected to source data is not the most intuitive tool for ad hoc reporting For many, Microsoft Excel is still the go to tool for ad hoc reporting because of its familiarity and flexibility Excel Tools for Ad hoc Reporting & Analysis Pivot Tables Analyze and summarize data Great for high level analysis and arranging tables for presentation PowerPivot and the Data Model Import datasets and establish relationships in the Data Model Use PowerPivot to unlock more advanced analysis tools and/or work with more complicated data sets Dynamic Charts Link chart data to pivot tables to create dynamic charts Use slicers to make charts interactive Calculated Fields and Items (Pivot) and Measures (PowerPivot) Collect Analyze Summarize 2017 Financial Managers Conference 37

38 QUESTIONS 2017 Financial Managers Conference 38