Mission & Vision
The Planning & Budgets Department assists in the projection, development, and management of the University budgets. Financial information and advice is provided to Deans, Directors, and their designates to help them make decisions regarding management of funds for their respective areas. The Planning & Budgets Department is dedicated to supporting the University community as a technical and administrative resource for financial information. The Planning & Budgets Department provides support services to the campus community by ensuring that timely and accurate financial information is readily available to make decisions and recommendations. This is accomplished through facilitating the development and management of the University Operating fund and Ancillary fund budgets. The Office acts as a resource to business unit leaders by providing guidance and assistance in planning and controlling their budgets and to staff by training and advising on budget and financial matters.
The Planning & Budgets Department provides the following support services for the University of Windsor Campus community:
1. Planning & Forecasting
- Facilitate the preparation of the University Operating & Ancillary budgets
- Provide capital project budget planning
- Project budgetary ramifications of proposed collective bargaining agreements
- Conduct case studies and scenario analysis
- Maintain multi-year budgets
2. Monitoring & Advising
- Provide ongoing faculty/departmental reviews of revenues and expenditures
- Identify efficiency and cost-saving options within faculties/departments
- Calculate and track year-over-year carryover funds
- Maintain the faculty/staff position control system and track salary spending against budget
- Conduct monthly, mid-year and 9-month reviews
- Advise on the appropriate application of financial policies and procedures
- ·Assist in the preparation and monitoring of faculty/departmental business plans
3. Training & Supporting
- Training for the users of the University’s Financial Information System (FIS)
- Develop reports and provide information required to support decision makers
- Open and close business units, object and subsidiary accounts
- Conduct regular reviews of system data to ensure it remains up-to-date and accurate
The University fiscal year reflects the academic year beginning on May 1 with the start of the inter/summer session and ending on April 30 after the completion of the Winter semester.
- Implement the new budget and roll out to all faculties and departments.
- Identify primary areas where budget support will be focused over summer months.
- Complete year-end review and submit associated working papers and financial reports.
June - August
- Conduct appropriations review including annual carryover calculations.
- Meet regularly with faculties/departments to assist with business planning required to implement budget obligations.
- Conduct a detailed review of faculty/staff positions and associated salary/benefit budgets.
- Begin enrolment targeting in association with Institutional Analysis and Deans/Department heads.
- Distribution of carryover funding based on appropriations review.
October - December
- Conduct mid-year review.
- Initial discussions of tuition fee framework.
- Solicit input from faculties/departments into tuition fees and enrolment targets.
- Initial stages of operating and ancillary budget planning.
January & February
- Conduct 9-month review.
- Enrolment planning and tuition fee setting.
- Continue operating and ancillary budget development process.
- Faculty/departmental expenditure reviews.
March & April
- Final stages of operating and ancillary budget development, approval and communication.
- Final expenditure reviews.
- Support fiscal year end close process, including preparing various reports, statements, entries, working papers, etc.
The new ECM has been designed to encourage behaviour to meet the strategic priorities of the institution and the goals outlined in our Strategic Mandate Agreement. It is a model that will promote entrepreneurship, encourage efficiency, and align actual revenues to budgeted expenditures.
ECM includes a revenue allocation methodology where Faculties are funded by enrolment-driven tuition revenue, while the non-Faculty areas are supported by government grants and other revenue. The flow of funds to the Faculties is predicated upon each Faculty receiving the tuition revenue for students majoring in their Faculty. With the focus of this new budget model being enrolment, the allocation of tuition is the vehicle to directly influence each Faculty’s budget by enrolments and changes to enrolment.
When considering the allocation of government grant revenue, note that the government grant funds domestic students only. International enrolment is not considered as part of the Basic Operating Grant from the Province. To ensure consistency in allocation of revenue for both domestic and international students, a “deemed” government grant has been assumed in international tuition fee revenue.
Foremost among all of the challenges of transitioning budgeting models is getting from where we were – the established incremental base budget methodology – to a new budget model that directly links enrolment (tuition revenue) to academic delivery (expenditures).
Base budgets evolved over time to a position where there is often no alignment between the tuition generated by a Faculty and their base expenditure budget. Some Faculties find they are in a position where tuition revenue exceeds base expenditure budgets, while others have the opposite reality. A staged implementation approach is being applied whereby a reasonable portion of this variance is addressed annually through a Transition Fund until all Faculties have base expenditure budgets aligned with their revenue.