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Flashcards in Budgeting Deck (10):
1

Spending-ceiling model (incremental model)

- most desired by SM program directors
- requires justification only for expenditures that exceed those of the previous budget cycle

2

spending-reduction model

- department heads are required to reduce their budgets to preserve institutional funds

3

Zero-based budgeting

- requires unit directors to justify every expense without reference to previous spending patterns.
- requires close attention to documentation of actual program needs
- excellent tool for developing priorities in a sports med program
- requires eval of each subfunction and rate it in importance

4

Fixed budgeting

- appropriate for financially stable environments
- requires ATC to project both expenditures and program income on a month by month basis to determine total program costs and revenues for the fiscal year.

5

Variable budgeting

requires that expenditures for any given time period be adjusted according to revenues for the same period
- rev = 50,000 and budget 25,000 but when rev is actually 40,000 you have to reduce expenditures

6

Lump-sum budgeting

parent organization provides an ATC with a fixed sum of money and the authority to spend that money any way they see fit
- we like this

7

Line-item budgeting

- requires the ATC to list anticipated expenditures for specific categories of program sub functions
- expendable supplies, equipment repair, physical services
- parent org. likes this because it gives them more control and money budgeted for one line cannot be given to a different line without permission

8

Performance Budgeting

- breaks the functions of a sports medicine program into discrete activities and appropriates the funds necessary to accomplish these activities.
- pre practice, pregame, rehab, injury treatment, admin, pt. edu etc.
- expenses for each can be calculated and used to determine the overall budget

9

needs assessment

a systematic set of procedures undertaken for the purpose of setting priorities and making decisions about program or organizational improvement and allocation of resources

10

need

the gap between a present state of being and the desired state to which a program should aspire