Operating Budget

(Click on one of the item listed to jump directly to a topic)

Operating Budget Planning

The budget process includes concurrently the review of prior-year revenues and expenditures, revision of the current-year budget, preparation of the operating budget for the upcoming year, and preparation of the Oklahoma State Regents for Higher Education "needs" request for the following year.

Back to top.

External Budget Planning

  1. In September of each year the State Regents' Office transmits to each institution a "Survey of Institutions' Mandatory / Fixed Cost Increases and Budgeting Priorities." Limitations on total requests by institutions vary from year to year depending on the political and economic climates anticipated by the State Regents' Office.

  2. Fixed cost increases can include anticipated rate increases or other costs for utilities, fringe benefits, maintenance contracts, insurance premiums, university membership fees and external audit fees.

  3. In addition to fixed cost increases, the State Regents' survey requests information regarding each institution's priorities for the upcoming fiscal year. Institutions must prioritize and submit cost estimates for faculty and staff salary increases, new faculty, graduate assistant and staff positions, library acquisitions, and other maintenance and operations support.

  4. Each institution's funding request is submitted to the State Regent's Office for compilation into a higher education system request, which is presented to the Governor in December and to the Legislature as early as February.

  5. The list of fixed cost increases submitted in September to the State Regents is updated periodically by the Budget Office.

Back to top.

Internal Budget Planning

  1. Deans, directors and Vice Presidents develop priority funding requests.

  2. The Budget Office gathers and reviews information and prepares preliminary projections on general revenue increases such as state appropriations, tuition, etc.

  3. The Budget Office develops an internal list of commitments for permanent funding, a list of commitments for one-time funding and a list of priority funding requests.

  4. The Budget Office creates numerous budget scenarios based on funding possibilities by revenue source as well as funding needs including fixed cost increases, university commitments and priority funding requests. These scenarios are refined as anticipated revenue becomes more certain.

  5. The Budget Office prepares materials for periodic budget planning meetings of the Executive staff.

  6. During May, the Budget Office narrows the proposals listed in the earlier scenarios, sometimes to one list of potential revenue and expenditure increases. At the end of the legislative session when state appropriation increases are predictable, a decision is made by the Executive staff regarding recommended funding for the next fiscal year.

Back to top.

Operating Budget Control

  1. Maintain salary projection file for employee information, FTE, funding, projected expenditures and projected fund balances.

  2. Continual input of changes to file; frequent checking of edit reports to verify data accuracy and agreement with other files.

  3. Troubleshoot position number problems; update position number data to meet needs of area.

  4. Balance budget file with budgets on Advantage general ledger system.

  5. Provides information and educates individuals on new procedures and methods having to do with position changes.

  6. With the projection file as basis, the Budget Office prepares requested reports on FTE, funding, and other information.

  7. Before the close of the fiscal year, the Budget Office with the Office of Business Affairs begins estimating end-of-year E&G expenditure balances and revenue receipts.

  8. After year-end closing, the Budget Office identifies E&G year-end expenditure and revenue balances at the account level.

  9. General revenue and general university balances and balances from other funds available for expenditure are tabulated by the Budget Office to address one-time university needs.

  10. A list of one-time and immediate priorities and commitments is complied and an ongoing account of the status of these balances is provided throughout the year.

Back to top.