road map for a new tru budget methodology
DESCRIPTION
Road Map for a New TRU Budget Methodology. Town Hall – May 15, 2014. TODAY’S DISCUSSION. Introductions and Acknowledgements ACT 1: Context Setting – TRU Number s ACT 2: Proposed Budget Methodology ACT 3: Question Period. BUDGET MODEL REVIEW AND STRATEGIC ALIGNMENT - PowerPoint PPT PresentationTRANSCRIPT
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Road Map for a New TRU Budget Methodology Town Hall – May 15, 2014
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• Introductions and Acknowledgements• ACT 1: Context Setting – TRU Numbers• ACT 2: Proposed Budget Methodology• ACT 3: Question Period
TODAY’S DISCUSSION
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• Established Terms of Reference and membership• Establishment of Guiding Principles for a TRU Budget Methodology• Review of current budget methodology• Review of alternate budget methodologies• Review of TRU revenue sources• Examination of major cost drivers• Review of budget anomalies• Review of carry-forward process/impacts
BUDGET MODEL REVIEW AND STRATEGIC ALIGNMENT(BMRSA) – SUB-COMMITTEE OF BCOS WORK TO DATE:
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• Budget Model Review and Strategic Alignment Committee – Ongoing since October
• Finance and Administration Director’s Meeting – March 10• Budget Committee of Senate – March 11• Finance Administrative Committee – March 24• Provost’s Council – March 25• Finance Committee: Board of Governors – April 4• TRUSU – April 24• Senate – April 28• Town Hall – RIGHT NOW!• Employee Associations – May 20
SCHEDULED CONSULTATIONS:
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ACT 1:TRU NUMBERS
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Kindergarten and Grade 12 Enrolment ProjectionsSchool District 73 Kamloops/Thompson
Source:Ministry of Education
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On-Campus Course Enrolments: 2006-2014
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Open Learning Course Enrolments: 2006-2014
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TRU Total Course Enrolments: 2006-2014
Reliance on Int’l Growth is Risky
Growth Driven By OL/Int’l
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AVED Government Grants ($000’s): 2010-2014
2010 2011 2012 2013 2014 $63,000
$63,500
$64,000
$64,500
$65,000
$65,500
$66,000
$66,500
$67,000
$64,838 $64,642 $64,642 $64,642
$64,441
$1,712
$655 $655 $838
$815
Operating Grant Routine Capital Grant
Trend in Declining Grants While DomesticEnrolment Flat-Lines
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Academic Expenditure CAUBO ComparisonOn Campus
Expenditures are as of 2011/12 CAUBO/ACPAU Report Comparison Benchmark Reports prepared by TRU Finance.
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Administration & General Expenditure CAUBO ComparisonOn Campus
Expenditures are as of 2011/12 CAUBO/ACPAU Report Comparison Benchmark Reports prepared by TRU Finance.
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Academic Expenditure CAUBO ComparisonOn Campus and OL
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Administration & General Expenditure CAUBO ComparisonOn Campus and OL
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Other Expense Categories CAUBO Comparison
ON CAMPUS RANGE RANK OC & OL RANGE RANK
Student Services 11.0% 2.0-11.4% 2/10 11.3% 2.0-11.4% 2/10
IT 3.1% 1.2-7.1% 9/10 4.6% 1.2-7.1% 6/10
Physical Plant 5.8% 5.8-11.7% 10/10 5.4% 5.4-11.7% 10/10
Library 2.7% 2.7-5.4% 10/10 2.6% 2.6-5.4% 10/10
External Relations 1.4% 1.4-5.2% 10/10 2.4% 1.7-5.2% 7/10
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Average Fall Class Size: 2010-2013
2010 2011 2012 20130
5
10
15
20
25
30
23 24 24 23
20 19 19 19
1st & 2nd Yr 3rd & 4th Yr Source: BC HEADset Submission
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Historical Class Size Distribution: 2009-2013 Fall Semester, Kamloops Campus
2009 2010 2011 2012 20130%
10%
20%
30%
40%
50%
60%
70%
57%61%
57% 57% 55%
35%30%
33% 32%36%
8% 9% 10% 11% 9%
Small (less than 30 students) Medium (30-49 students) Large (50 or more students)
Note: Compiled from annual internal Space Utilization reports.
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Course Section Size Breakdown: Small Courses
Fall 2013
<5 5-10 11-15 16-20 21-30
15% 16%
22%
42%
6%
Fall 2013
<5 5-10 11-15 16-20 21-300%
10%
20%
30%
40%
% of Small Course Sections
136
266
101
37
92
Note. Only includes courses for academic credit. Excludes: co-op work terms, thesis courses, directed studies, or distance studies as identified in Banner.
20% of All Sections <15
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All Employee Wages and Benefits ($’000’s) Relative to Course Enrolments: 2010-2014
2010 2011 2012 2013 2014 $-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
15000
25000
35000
45000
55000
65000
Excluded TRUFA CUPETRUOLFA On-Campus Enrolment On-Line Enrolment
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“Period of Dramatic, Disproportionate,Unsustainable Growth”
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All Employee Wages and Benefits ($’000’s) Relative to Course Enrolments: 2010-2014
2010 2011 2012 2013 2014 $-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
15000
25000
35000
45000
55000
65000
Excluded TRUFA CUPETRUOLFA On-Campus Enrolment On-Line Enrolment
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Percentage of Employee Category Costs Relative to Total TRU Employee Costs: 2010-2014
2010 2011 2012 2013 2014 5yr Change
Exempt 16.4% 16.8% 16.9% 17.8% 17.8% 1.4%
TRUFA 54.9% 53.7% 53.6% 51.8% 51.9% (3.0)%
CUPE 24.8% 25.4% 25.1% 25.6% 25.0% 0.2%
TRUOLFA 4.0% 4.2% 4.3% 4.8% 5.3% 1.3%
TEACHING 58.9% 57.8% 58.0% 56.7% 57.2% (1.7%)
NON-TEACHING 41.1% 42.2% 42.0% 43.3% 42.8% 1.7%
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Employee Headcounts: 2010-2014
2010 2011 2012 2013 2014 5yr Change
Exempt 137 149 160 172 156 12.2%
TRUFA 433 421 410 413 404 (6.7)%
CUPE 349 346 344 355 362 3.7%
TRUOLFA 128 133 186 195 193 50.8%
TEACHING 53.6% 52.85 54.2% 53.6% 53.5% (0.1)%
NON-TEACHING 46.4% 47.2% 45.8% 46.4% 46.5% 0.1%
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Excluded Wages and Benefits (‘000’s): 2005-2014
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 $-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
Academic Divisions Open Learning Faculty of LawOther Operating Divisions TRU World Ancillary Services
The Moment The World Changed
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Average Salary by Employee Group: 2010-2014
2010 2011 2012 2013 2014 $10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
Exempt TRUFA CUPE TRUOLFA
Average Salary in all Employee Categories is Increasing
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Employee Category Salary Increases: 2010-2014
2010 2011 2012 2013 2014
General Wage Increase
Exempt 2.0% 0.0% 0.0% 0.0% 0.0%
TRUFA 2.5% 0.0% 0.0% 2.0% 2.0%
CUPE 2.0% 0.0% 0.0% 2.0% 2.0%
TRUOLFA 3.0% 0.0% 0.0% 2.0% 2.0%
Progression Through the Scale
Exempt 0.0% 0.0% 0.0% 0.0% 0.0%
TRUFA 3.0% 3.0% 3.0% 3.0% 3.0%
CUPE 0.0% 0.0% 0.0% 0.0% 0.0%
TRUOLFA 0.0% 0.0% 0.0% 0.0% 0.0%
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Employee Category Average Salaries: 2010-2014
2010 2011 2012 2013 2014 5 Yr Change
Exempt $82,918 $85,566 $86,211 $86,103 $88,916 7.2%
TRUFA $79,312 $81,489 $83,176 $84,428 $88,402 11.5%
CUPE $43,511 $43,288 $44,302 $46,804 $48,060 10.5%
TRUOLFA $20,286 $21,753 $17,656 $19,486 $22,905 12.9%
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Annual Surplus: 2010-2014
2010 2011 2012 2013 2014 $-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$9,928
$8,628 $8,675
$4,007 $4,221
Annual Surplus Trending Downward
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5 Year Annual Trend: Accumulated Surplus
2010 2011 2012 2013 2014 $-
$10
$20
$30
$40
$50
$60
$70
$80
$90
Accumulated Surplus Trending Upward
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Accumulated Surpluses ($‘000’s): 2010-2014
2010 2011 2012 2013 2014
Invested in Fixed Assets $14.7 $15.5 $21.3 $30.8 $36.0
Internally Restricted $20.5 $21.2 $30.7 $24.1 $25.4
Restricted for Endowments $0.7 $0.7 $0.7 $0.7 $0.7
Accumulated Remeasurement
Gains/Losses$0.0 $0.0 $0.0 $0.4 $(0.1)
Unrestricted Surplus $9.4 $16.6 $18.6 $19.7 $17.3
Accumulated Surplus $45.3 $54.0 $71.3 $75.7 $79.3
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Interest Income: 2010-2014
2010 2011 2012 2013 2014 $-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
2010 2011 2012 2013 2014 $-
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$2,681 $2,670
$3,858
$3,067
$2,623
Redistributed in the Block Grant
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ACT 2:INTRODUCING A NEW
METHODOLOGY
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• No ability to fund institutional strategic initiatives• No ability to fund certain known institutional costs• Need to review how we spend our limited resources• Block grants to faculties/units have remained largely unchanged
since 2007• Management practices inconsistent with
an enrolment-based model • Leaving too much cash on the table at year-end • Creates disincentives for collaboration between units/faculties
WHY CHANGE THE MODEL?
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• Contributes to TRU’s surplus• Rewards growing Faculties• Budget allocations pre-determined so minimizes administrative
work • Allows for significant freedom of management decisions• Encourages entrepreneurial activities
WHAT WORKS IN THE CURRENT METHODOLOGY?
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“Managers of financial resources at TRU are expected to make budgetary decisions that are in the best interest of TRU as an institution”. Source: Guiding Principles for a TRU Budget Methodology – Adopted by BCOS, February 2014
• Strategically driven• Transparent, deliberate, consultative• Sustainable• Mitigate risks• Encourage entrepreneurship, innovation and efficiency• Supportive of a common TRU• Simple
PROCESS CHANGE DRIVEN BY GUIDING PRINCIPLES:
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• Proposed model is a hybrid model• Based on a modified zero-based budgeting methodology with
clearly defined elements of performance-based budgeting that aligns with current strategy
• Zero-based budgeting in its pure form means that all costs must be justified every year; modified zero-based budgeting means, in this context, that continuing employee salaries and benefits will not be zeroed out but workloads will be optimized
• Performance-based budgeting in this context anticipates that units will be rewarded for achieving against specific metrics
• Proposed methodology tentatively called the FY2015/16 TRU Budget Methodology
PROPOSAL FOR AN UPDATED METHODOLOGY:
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• Step 1: Zero-out budgets• Step 2: Forecasting revenue• Step 3: Creating the TRU Strategic Investment Fund (SIF)• Step 4: Developing service plans• Step 5: Update faculty/unit risk registries• Step 6: Base-fund known operational costs• Step 7: Base-fund permanent, ongoing employee costs• Step 8: Optimizing employee expenditures• Step 9: Optimizing operating expenditures• Step 10: Budget submissions/review/approval process
HOW DOES THE 2015/16 TRU METHODOLOGY WORK?
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• September: Revenue forecasts and expense assumptions completed; Central revenue pool determined; KPI Incentives determined (if any); SIF percentage determined; Budget submission packages are released; Administration meets with TRUSU to discuss perceived service gaps
• November: Faculties/units complete work load plans for VP approval; Risk registries submitted to Enterprise Risk Management Committee for review and prioritization; Budget Managers discuss SIF proposals with VP’s for approval for inclusion in budget submissions
• December: Faculties/Units submit completed budget packages with SIF and operating expense justifications; ERM committee submits its priorities for risk mitigation funding
TIMELINE
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• January: Budgets submissions are reviewed by the President’s budget committee
• February: Draft budget is presented to BCOS for recommendation for approval
• March: Budget presented to Senate; Budget approved by the Board and budget letters released to Faculties/Units
• May: Budget post-mortem. Schedule for zero-base reviews will be determined.
TIMELINE continued…
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WHY THIS PROPOSED METHODOLOGY?
• Fully aligns with guiding principles• Considers all revenues to be University revenues• Effective way of controlling unnecessary or non-strategic costs
since all costs must be justified in each budget cycle• Encourages optimal work-force planning• Aligns resource allocations with service expectations• Allows for strategic investment through resource redistribution• Respects TRU’s collective agreements
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GUIDING PRINCIPLES - CURRENT VS PROPOSEDGUIDING PRINCIPLE CURRENT PROPOSED
Strategically Driven NO – no mechanism to invest in institutional
priorities
YES – Creation of a Strategic Investment Fund
tied to strategic plan
Transparent, Deliberate, Consultative
NO - Pre-determined; makes consultation
difficult
YES – Clearly defined process; service plans define service levels;
allows for input
Sustainable NO - fixed methodology; costs never scrutinized
YES - Dynamic – costs reviewed annually
Mitigates Risk NO - No money budgeted to mitigate institutional
risks
YES – Links risk registry with budget process
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GUIDING PRINCIPLES - CURRENT VS PROPOSED
GUIDING PRINCIPLE CURRENT PROPOSED
Encourages Innovation, Entrepreneurship and
Efficiency
YES/NO – “Spend what you earn”; encouraged
spending what was earned
YES – Incentives provided through business cases
and KPI’s;
Supportive of a Common TRU
NO – Created a sense of “ownership” by the earner of the dollar
YES – A dollar earned from a TRU activity is a
TRU dollar first
Simple YES/NO – Pre-determination of
allocations; complexity in carry-forward rules and
other “deals”
YES – Process will be clearly defined and
communicated; IT WILL BE MORE WORK
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• Project Funds: Money will be provided, based on solid business cases, for projects that enhance the strategic priorities of the institution or have a defined and reasonable payback period (can be on a short or long term basis); could include funding projects/positions in other areas
• Continuing Education/Graduate Programs: Revenues earned from continuing education can flow to the source directly less a defined overhead component
• Specific deliverables: Over achieving against pre-defined key performance indicators (e.g. retention, enrolment targets, etc) could yield specific rewards. Specific deliverables may change on an annual basis depending on need or strategic direction
ENCOURAGING INNOVATION AND ENTREPRENEURSHIP:
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• Road Map for a New Budget Methodology at TRU, Discussion Paper available at:
http://www.tru.ca/budget
• Feedback/Thoughts/Ideas: [email protected]
ADDITIONAL INFORMATION:
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ACT 3:QUESTION PERIOD