Fund Sources
State funding sources encompass the State Operating Fund and various Income Fund Reimbursable accounts, such as dormitory, hospital, and state university tuition reimbursable funds It's important to note that State Operating Fund accounts cannot receive cash directly; they are allocated through the budget planning process outlined in the campus budget module These state accounts are effectively managed to ensure proper financial oversight and allocation.
State operating accounts are financed through state tax revenues and campus income, including tuition and other sources Each unit is allocated a portion of the state operating budget as part of its base funding Adjustments to these allocations typically arise from the execution of internal financial plans and the need for salary increases.
SUNY submits their budget to NYS on October 1st and the university is notified of our allocation after that time
Each unit must align its expenses with the relevant sources, particularly focusing on state operating funds To maintain a proper balance of these funds, the university may need to implement fiscal swaps of state operating funds across the campus Additionally, the Income Fund Reimbursable (IFR) plays a crucial role in this financial strategy.
Income Fund Reimbursable (IFR) accounts are self-sustaining accounts that monitor cash collections and corresponding expenditures for educational and related services offered to students and customers Unlike State Operating accounts, IFR accounts rely on cash receipts for support and are unique in that they allow cash deposits The management of IFR accounts falls under the purview of the University Accounting Office.
The primary sources of revenue for IFR accounts include salary offset (payment from Research
Foundation grants can cover salaries and fringe benefits for State payroll employees involved in sponsored programs, as well as fees, fines, deposits, and rentals, including parking and library fines Additionally, they support grants, awards, and continuing education programs An administrative fee of 15% is applied to IFR accounts, though a fee waiver can be requested by submitting a justification to your budget coordinator, who will then seek approval from the Sr Assistant Provost, University Controller, and VP for Finance.
1 Fringe benefit rates vary Current rates are available here: http://research.stonybrook.edu/budget-and- application-tools/fringe-benefit-rates-0
In recent years, the Budget and Accounting Offices have established a structured budget development process for Income Fund Reimbursable Accounts, ensuring an annual review of past operating experiences and projecting allocation needs for the upcoming year Accounts with significant cash deficits will be addressed through rate adjustments, revenue and expenditure forecasts, or allocation decisions within the next fiscal year If traditional budgeting methods cannot resolve a deficit, vice presidential area representatives must seek "other resources," such as state carry-forward surpluses or future state allocations, to cover the shortfall, with a mandate to resolve deficits within one year An exception applies to service-related IFR accounts, which undergo rate reviews biennially; any deficits in these accounts must be managed during the next rate development cycle to prevent future deficits For more details, please refer to the IFR Deficit Policy.
Income Fund Reimbursable accounts are categorized into four types: 1) General Income Fund Reimbursable (IFR) accounts, which are self-supporting and essential for campus operations, allowing cash balances to carry over between fiscal years; 2) SUTRA Income Fund Reimbursable accounts, designed to retain excess tuition revenue and encourage enrollment growth through income from various programs; 3) Dormitory Income Fund Reimbursable (DIFR) accounts, which manage room rental fees and operate similarly to State Operating accounts; and 4) Hospital Income Fund Reimbursable (HIFR) accounts, which support University Hospital costs through patient care revenue.
Research Foundation accounts track research, teaching, and training activities led by university faculty and staff, funded by both internal and external organizations These accounts are categorized into two types: Sponsored accounts and Non-Sponsored accounts Sponsored funds play a crucial role in supporting these initiatives.
External funding accounts, such as those from the National Science Foundation, NASA, and NYSERDA, support various initiatives at universities These awards facilitate research, scholarly and creative activities, educational programs, training, and public service efforts.
Faculty members can engage in cost sharing for a portion of their efforts if they are not fully dedicated to teaching and academic responsibilities Additionally, third parties can contribute to cost sharing, provided that researchers obtain a formal letter on official letterhead from an authorized representative confirming the amount of support Principal Investigators (PIs) may also seek cost sharing from their department, college, or the Office of the Provost Typically, the Office of the Provost reviews cost sharing requests when mandated by the sponsor.
Starting in Spring 2018, faculty members receiving awards must approve their effort reports with Grants Management upon award acceptance Additional details will be provided by the Office of the Vice President for Research regarding this process.
Non-sponsored funds are often accounts funded by organizational entities internal to the University
Facilities and Administrative (F&A) costs, often referred to as overhead costs, are essential expenses associated with sponsored projects that cannot be directly linked to specific initiatives These costs encompass various elements such as maintenance, security, heating, cooling, lighting, hazardous waste disposal, secretarial support, and compliance with government regulations Understanding F&A costs is crucial for effective project budgeting and management.
The university aims to recover all direct and indirect costs associated with sponsored awards, unless restricted by the funding agency Since indirect costs cannot be directly linked to specific projects, they are retrieved from funding sources using federally approved F&A cost rates Consequently, all external funding proposals must incorporate budget requests that reflect these applicable federal F&A cost rates.
Indirect cost rates may be found here: http://research.stonybrook.edu/budget-and-application- tools/facilities-and-administrative-idc-rates
Each year, a portion of the indirect costs recovered from sponsored projects is allocated to academic units based on the contributions of key personnel The Provost may also distribute indirect costs to non-academic university entities at their discretion Currently, the distribution formula allocates 4% to Deans, 9% to departments, and 1% to humanities The distribution of indirect costs from the previous year is typically delivered in the fall, usually in October.
3 For more information about preparing a budget for a sponsored project, visit:
The Stony Brook Foundation (SBF) primarily funds its activities through gifts, endowed funds, grants, and fee revenues, specifically designed to support and promote Stony Brook University (SBU) programs Importantly, SBF does not accept any state funds.
Many of these accounts have restricted use, and must be used in conformity with the original intent of the agreement
Learn more about SBF Funds here: http://www.stonybrook.edu/commcms/foundation/about/mission.php.
Overview of the 18/19 Planning Process
a Goals for the Budget Planning Process
The Office of the Provost is dedicated to maintaining academic excellence and effective budget management within our colleges, schools, research centers, and institutes As we approach the 2018/2019 budget cycle, we are focused on key strategic objectives set forth by University President Stanley and Provost Michael Bernstein, which include Enhancing Faculty Success, Enhancing Student Success, Enhancing Diversity and Inclusive Excellence, and Enhancing Institutional Effectiveness.
To support these goals, we continue to implement an academic budget and planning process that is transparent, builds trust, and positions the Stony Brook University for sustainable growth
To achieve sustainable growth, the University aims to implement an academic budget and planning process that aligns with its mission and the new budgeting framework This initiative will enhance transparency, foster trust, and ensure that financial strategies support the institution's long-term objectives.
We have several objectives that will help lead us to this goal, including:
Financial Objective 1: Allocate resources strategically
Objective 1a Understand our current financial condition, including out-year projections
Objective 1b Identify areas for improving institutional effectiveness
- Academic cost modeling & data driven revenue projections
- Understand capacity (i.e workload analysis) Objective 1c Communicate our financial position to units in a transparent way
Objective 1d Identify mission-centric growth opportunities, establish buy-in, and allocate resources accordingly
Financial Objective 2: Implement policies and procedures to support sustainable growth
Objective 2a Create a system of checks and balances
- Set unit expectations and provide appropriate resources, including accountability for managing within budget constraints
- Implement a regular process for unit financial condition reporting (i.e monthly, quarterly) and track variances
Objective 2b Implement a process for receiving, approving and recording financial commitments
- Build in budget flexibility, so that both the provostial area and university can respond timely to opportunities and/or challenges
Objective 2c Identify and implement policies/procedures/budget models that support growth and sustainable activities
In an effort to communicate regularly the following meeting and report structure has been set up:
Each month, Budget Coordinators will provide Unit Budget Managers with their operating reports for review Any unusual variances identified will be communicated to the Director for Resource Management and the Senior Assistant Provost for further discussion with the respective unit.
Officer meetings, led by the Sr Assistant Provost, are mandatory for all unit budget managers, who must either attend or send a representative These meetings provide crucial updates on the planning process and university-wide initiatives Scheduled well in advance, they ensure that all participants are informed and prepared for upcoming developments.
Meetings: Deans/Directors and unit budget managers will meet quarterly with the Provost and the Sr Assistant Provost for Finance, Budget
& Operations b The Budget Planning Process
CBM serves as a vital planning tool for our units to strategize for upcoming fiscal years Annually, the Budget Office activates this tool each fall, prompting units to prepare for the forthcoming budget cycle The Budget Office also oversees the distribution of the University Budget Calendar, which is essential for planning Units under the Provostial Area are expected to adhere to the guidelines outlined in the Provost Budget Calendar.
Large academic and administrative units must establish an internal planning process that aligns with the specified requirements, ensuring to involve faculty, staff, and students as needed This initiative should adhere to the guidelines outlined in the 18/19 Provost Budget Calendar.
10/1: Updated 18/19 Commit File sent to Units
10/15: 18/19 Commit file responses due from Units to Provost
10/30*: 17/18 IDC revenue distributed to units
10/30*: Budget Office finalizes 18/19 CBM data load
11/13: 18/19 targets & final commit files will be sent to units during this week
11/14: Quarterly Budget Manager Meeting (mandatory)
On November 27, the Centers & Institutes and Administrative Units will commence the 18/19 CBM meetings with the Provost’s Office By November 30, the 17/18 summer revenue will be distributed to the respective units, with an emphasis on providing this information earlier in the semester Additionally, the deadline for submitting the 17/18 IFR Accrual Forms in CBM is set for January 15.
1/19: CBM Closes (Everyone needs to be tied to targets)
1/22: Academic Units begin CBM meetings w/Provost’s Office
2/20: Quarterly Budget Manager Meeting (mandatory)
4/1*: Winter revenue distributed to units
4/30: All 17/18 form II commitment requests must be received by your budget coordinator 5/1: 17/18 rollover requests from units due to budget coordinators
5/15: Quarterly Budget Manager Meeting (mandatory)
6/15*: 17/18 IFR Accrual Forms are due in CBM
8/21: Quarterly Budget Manager Meeting (mandatory)
TBD: Graduate tuition revenue distribution to units (fall & spring)
10 d Quarterly Unit Meetings with the Provost
Every quarter, Deans and Budget Managers are required to present a financial health report of their unit to the Provost and Sr Assistant Provost These meetings, scheduled for one hour, will adhere to a specific format.
Quarter 1 Format (Challenges and Opportunities):
As you prepare for the upcoming fiscal year (18/19), you will need to create a presentation and a brief narrative for the Provost and the Senior Assistant Provost for Finance, Budget & Operations This presentation should cover four key areas: an overview of the current condition of your unit, an analysis of the challenges and opportunities it faces, a strategic plan to address these challenges, and a proactive approach to capitalize on available opportunities.
To ensure a smooth presentation process, please submit your narrative and PowerPoint presentation to the provost at least one week in advance Send your materials to Darschay Harris in the Office of the Provost Below, you will find templates for both the narrative and the PowerPoint presentation to assist you in your preparation.
It is recommended that narratives not be longer than three, single-spaced pages of written text The narrative should address the following:
The current report outlines our institutional status, highlighting key metrics such as full-time equivalent (FTE) faculty and staff numbers, enrollment trends, research productivity, and financial health We are actively managing our financial condition by focusing on targeted initiatives, particularly in line with the PSR and OTPS savings plans, while also addressing contractual salary increases These elements collectively reflect our commitment to maintaining a sustainable and productive academic environment.
This report outlines the challenges and opportunities we face, along with a strategic plan to tackle these challenges and leverage potential opportunities We recognize that support can take various forms beyond financial assistance, and we encourage non-financial support requests as well For any financial assistance needed, please provide a detailed budget using the template available in the appendices.
Units should document any cost share contributions to new initiatives, as the current financial challenges suggest that central offices will likely offer only one-time funding support.
When requesting support, narratives must clearly identify measurable outcomes and goals that align with faculty success, student success, diversity and inclusion, and operational efficiencies It is essential to specify the goals your proposal aims to address to ensure clarity and focus.
It is recommended that you Power Point be no longer than four slides in length The presentation should address the following:
- Challenges, and how you will address them
- Opportunities and how you will capitalize on them, listing the total dollar amount requested and the amount contributed by your unit (recommended)
Quarter 2 Format (Mid-year Condition Report):
The mid-year condition report is a way for units to update the Provost’s Office on any changes
In your report, please highlight any anticipated or unanticipated changes in the financial health of the unit Additionally, provide an update on the progress made towards achieving targets set under the salary savings plan and the OTPS savings plan.
TEMPLATE TO BE PROVIDED, INCLUDING A SPENDING PLAN FOR THE REMAINDER OF THE YEAR
Managing Your Budget
Budget Coordinators will deliver monthly operating reports to Unit Budget Managers, who are responsible for regularly reviewing these reports alongside any additional unit reports Any discrepancies will be examined and discussed, with the findings also communicated to Deans, Directors, and budget managers.
Stony Brook University Reporting: An all-funds view for both HR and Finance activities
Note : IFR funds are not cash Use SUNY BI for IFR cash balances
Account Expenditure Summary (AES) Reports: Monthly expense reports, monthly cash collections
RF Report Center: Monitor research accounts
SUNY Business Intelligence: Day-to-day, account level reports, IFR cash balances
For access to specific systems or accounts, please contact Darschay Harris It's essential for all budget managers to review and understand the university's budget policies, particularly the IFR deficit policy.
Training on these systems are available through a variety of resources on campus Contact Darschay Harris in the Office of the Provost if you’d like more information on training sessions
IN THE FUTURE, THESE WILL BE ALL-INCLUSIVE (MORE THAN JUST FINANCIAL REPORTS)
Stony Brook University offers a comprehensive array of financial reporting systems, manuals, and training resources for its employees, complete with links to log-on pages and accessible training and support information.
Oracle financial suite primarily used by the university’s accounting department, Stony Brook Foundation and Faculty Student Association for local financial transactions
Link to PeopleSoft Financials: www.StonyBrook.edu/p$admin
Oracle online help guide to PeopleSoft Financials and Supply Chain Management 9.2 Guide: http://docs.oracle.com/cd/E74568_01/fscm92pbr7/eng/fscm/index.html?focusnode=home
Access is requested through department managers and granted through data custodian(s) PeopleSoft Financials data custodian is Michael Danielson (Michael.Danielson@stonybrook.edu)
Further information regarding access can be found on the DoIT website: https://it.stonybrook.edu/services/peoplesoft
Oracle software suite used for student and higher education administration including admissions, scheduling, financial aid, student financials and records & registration
Link to PeopleSoft Campus Solutions: www.stonybrook.edu/csprod
Oracle online help guide to PeopleSoft Campus Solutions 9.0: http://docs.oracle.com/cd/E56917_01/cs9pbr4/eng/index.html
The following is a list of data custodians for Campus Solutions for each particular area:
Further information regarding access can be found on the DoIT website: https://it.stonybrook.edu/services/peoplesoft
PeopleSoft Human Capital Management (HCM):
Oracle software suite used by the university for human resource administration including the campus budget module and IFR Accruals
Link to PeopleSoft HCM: www.stonybrook.edu/hcmprod
DoIT guide to PeopleSoft HCM: https://it.stonybrook.edu/help/kb/peoplesoft-help-human-resources
The following is a list of data custodians for PeopleSoft HCM:
The Department of Information Technology offers a comprehensive PeopleSoft Training guide designed to assist users in getting started and identifying specific training areas Data custodians in various business offices are responsible for approving and assigning access to PeopleSoft Users must reach out to their respective data custodians to gain necessary access for their roles Upon approval, users will be contacted for training, which is mandatory to obtain an ID and password For further assistance, users can call (631) 632-9800 or submit a quick ticket.
The Campus Budget Module (CBM) is a tailored budgeting tool integrated into PeopleSoft HCM, enabling users from both West and East campuses to efficiently prepare and enter budget data For further details, please consult the data custodian list for PeopleSoft HCM/Budget Additional resources and a comprehensive manual for CBM can be found on the Budget Office website linked below.
CBM training is conducted annually, with sessions for West Campus, HSC, and the School of Medicine taking place in the Fall (late October to early November), while Hospital employees receive training in January The budget department provides a dedicated training class for new users, along with a separate refresher course for current CBM users.
SBU Reporting for Finance and SBF
The local university offers a comprehensive financial reporting tool that delivers all-funds financial data and reports To request access for SBU Reporting for Finance, please contact your VP Coordinator For SBU Reporting for SBF, access is available through SBF account report recipient or account manager permissions, which are managed via ERAS For assistance, users should reach out to Michael Danielson in the accounting department.
(Michael.danieslon@stonybrook.edu) if he or she meets the criteria and does not have access
Main DoIT Page for SBU Reporting: https://it.stonybrook.edu/services/sbu-reporting
Training is offered bi-yearly (Fall and Spring) Information on when sessions are available and how to sign-up are provided a month prior in the Campus Announcements newsletter
SBU Reporting provides insights into various university sectors, including admissions and student records and enrollment For detailed information, please refer to the data custodians listed for each area of SBU Reporting and visit the "DoIT page for SBU Reporting."
SUNY Business Intelligence (BI) is the financial application system overseen by SUNY Central, designed to replace the SUNY SMRT system and certain features of SUNY Legacy This application offers comprehensive financial reports and data specifically for State and IFR accounts.
Below is the link to the SUNY BI website: www.suny.edu/analytics
Employees should request access or a change of access through their VP Coordinator
For comprehensive information on SUNY BI, including request forms, training materials, and procedures, visit the Budget Office website at http://www.stonybrook.edu/commcms/budgetoffice/managing/sunybi.
The ERAS (Electronic Record of Authorized Signatures) online system serves as an electronic signatory platform, enabling users to assign and update their delegates efficiently Additionally, ERAS functions as a repository for various financial reports, including AES reports, Cash Collection Analysis, and SBF financial reports.
More information on ERAS including frequently asked questions can be found through this link: http://www.stonybrook.edu/eras/
Users with Research Foundation accounts can access the Research Foundation Report Center, managed by the Research Foundation of SUNY, to generate a variety of reports and analyses related to their projects and awards.
To access the RF Report Center, visit the Log-On page where you will find the "User Help" section on the left side This section offers valuable resources, including training guides, quick tips, and instructional videos to assist users For further support, please reach out to Customer Services at (518) 434-7222 The RF Report Center operates on weekdays from 7:00 am to 9:00 pm and is available throughout the weekend, with extended hours on some weekday nights based on the EBS nightly schedule.
Accounting Services provides a comprehensive webpage for users who manage IFRs It is strongly recommended that IFR managers read through the Income Fund Reimbursable Accounts Manual
This guide serves as a resource for employees overseeing Income Fund Reimbursable (IFR) accounts, ensuring adherence to both University and New York State regulations It outlines essential compliance protocols and best practices to effectively manage IFRs, promoting transparency and accountability within financial operations By following these guidelines, staff can maintain proper oversight and align with institutional policies, ultimately supporting the University’s financial integrity.
The following is a link to the IFR Accounting page http://www.stonybrook.edu/accounting/ifr/ This page provides many resources, forms and guidelines for IFRs such as:
IFR Accrual Documentation and Training Video
The Bursar Department offers a comprehensive cash handling procedure manual for employees responsible for managing IFR accounts and collecting cash receipts New employees handling IFR cash receipts must undergo initial training at the Bursar’s Office To obtain a copy of the cash handling procedure manual, please reach out to the Bursar’s Office directly.
Personnel
Integrating the hiring process into the budget cycle is essential for effective resource management The quarterly reporting process will ensure that Resource Status Reports (RSRs) are finalized during Quarter 3 discussions, allowing ample time before engaging with prospective faculty members Draft offer letters will now be referred to as acknowledgment letters, which, along with completed RSR forms, must be submitted to the Provost’s Office for review and approval prior to being sent to candidates It is important that all draft acknowledgment letters adhere to the format established by Human Resource Services.
On-base and temporary increases, including temporary service and administrative stipends, along with course-load releases for faculty, require approval from the provost's office It is essential for units to determine the funding source for these increases Additionally, partner accommodations must be considered in this process.
UNDER DEVELOPMENT iv Start Up Support
Units are required to cover the salaries of all new hires, including faculty and staff, using their existing budget allocation If units seek and receive provostial support during the Q3 budget meetings, this funding will be provided as a recurring fiscal resource for three years After this period, the unit must assume full responsibility for the salary costs without any increase in their base allocation.
UNDER DEVELOPMENT vii Retention Offers & Base Increases
Retention offer letters require approval from the Provost’s office and must include a commitment from the faculty member to refrain from seeking other employment for five years Additionally, any changes to the base salary should take effect on either January 1st or July 1st.
To obtain approval for staff hires, it is essential to identify these positions in your unit's campus budget module, which is completed each fall If a position was not included in the budget module, you must specify the funding source For postdoctoral associates, appointments should be made either to a research grant or a startup account, with the corresponding account number provided in TMS.
Each unit’s budget officer must sign off on staff requests, along with the director for HR Requests will be sent for review and approval to the provostial area
The Provost Office budget staff should be involved in the search process for unit budget managers ii Offer Letters
UNDER DEVELOPMENT iv On-Base Increases
Any on-base increase needs provost office approval You must include how you will fund this increase v Extra Service Requests & Temporary Service Requests
Helpful Links
Frequently Asked Questions
Appendices
• Growing the externally-funded research portfolio, including non-federal funding and meaningful engagement with technology transfer, intellectual property development, and enterprise creation
• Building the scholarly, scientific, and artistic standing and visibility of the faculty
• Differentiating key academic strengths that clearly distinguish the University focusing on multi- disciplinary and inter-disciplinary opportunities that leverage those strengths
• Utilizing the location of the University as an intrinsic asset to guide faculty recruitment and scholarly and artistic excellence
• Increasing the number of faculty nationally recognized in the American Academy, the National Academies, and related organizations that recognize extraordinary merit
• Insuring the success of the faculty in instructional pursuits, program-building efforts, and mentoring activities
• Facilitating faculty accomplishment and recognition in service to their units, the University, their professional societies and organizations, and wider community partnerships
• Achieving undergraduate retention and graduation rates comparable to those of the best public universities in the AAU
• Building student learning outcomes consistent with the best accreditation standards and with continuing instructional innovation in all disciplines
• Maintaining instructional programs of the highest quality, offering the most highly regarded public education in the Northeast
• Linking academic advising and career planning in a robust fashion and maintaining their ties to student needs, aspirations, and goals
• Recruiting and supporting outstanding graduate and professional students in rigorous programs that enhance research, scholarship, and art-making across the University
• Exploring the development of rewarding and significant "alternative career paths" for masters and doctoral students
• Sustaining leadership in the development of innovative instructional practices
• Offering a robust array of opportunities for engaged learning and for direct student experience with research, scholarship, or art-making
• Insuring the systematic integration of superior educational activities with best practices in student life and student wellness programming
• Linking student outcomes and experience to the mission and goals of alumni affairs and institutional advancement
Enhancing Diversity and Inclusive Excellence
• Insuring the accessibility and affordability of all instructional programs
• Pursuing the principled recruitment of faculty, students, and staff from under-represented groups
• Cultivating research, learning, and service environments that demonstrate a genuine commitment to inclusivity and academic freedom
• Maintaining the meritocratic commitments of our University to the public it serves
• Managing resources, consistent with specific budgetary targets, in the most efficient and effective manner
• Securing cost-efficiencies consistent with educational, artistic, scholarly, and scientific excellence
• Cultivating innovation and entrepreneurship, consistent with the University's mission, to increase revenues in support of institutional needs and objectives
• Maintaining and strengthening the practices and traditions of shared governance that are the hallmark of institutional excellence
• Pursuing sustainable and reliable practices with respect to facilities management while minimizing any adverse environmental impacts of our operations
• Modeling best practices across administrative units and being an exemplar for other SUNY campuses and for other higher education institutions
• Developing robust and consistent leadership succession plans across the academic units
Excel file is available at: Strategic Initiatives Template
Excel file is available at: Request for Authorization to Recruit