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Resources, Budget and Finance Fundamentals and Foundations for Court Leaders. National Association For Court Management. Exercise 1 - optional warm-up exercise. What does “budgeting” mean to you? What is the purpose of the budget process?

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Presentation Transcript
slide1

Resources, Budget and Finance

Fundamentals and Foundations for

Court Leaders

National Association For Court Management

exercise 1 optional warm up exercise
Exercise 1 - optional warm-up exercise
  • What does “budgeting” mean to you?
  • What is the purpose of the budget process?
  • What do you expect to accomplish through the budget process?
slide4

Agenda

  • Context of Court Funding
  • Basics of Public Sector Budgeting
  • The Budget Process
  • Trends in Public Sector Budgeting
characteristics of public sector funding
Characteristics of Public Sector Funding
  • Public expectations
  • Era of structural deficits
  • Trends limiting available resources
  • Shifts in budgeting philosophies
  • No “profit margin” yardstick
  • Level or workload is not related to level of revenues
how is judiciary funding different
How is Judiciary funding different?
  • No authority to raise revenues
  • Funding level set by legislative branch
  • But what to do and how to do it is prerogative of the judiciary
  • Separation of powers - budget negotiations between constitutional co-equals
separation of powers and inherent powers
Separation of Powers and Inherent Powers
  • Concept of Inherent Power
  • Uses and limitations of the inherent powers doctrine for:
    • Resource allocation
    • Resource Acquisition
    • Accountability
  • Discretion – wise use; just because you can does not mean you should
exercise 2
Exercise 2

What examples can you provide of these phenomenon?

  • Has your jurisdiction experienced limitations in revenues?
  • How have public expectations about performance impacted your court?
  • Are there examples of other branches attempting to control or influence how the court operates?
slide10
Resources, Budget and

Finance Fundamentals

Basics of Public Sector Funding

typical budget formats
Typical Budget Formats
  • Line Item budgeting
  • Program budgeting
  • Zero Base budgeting
  • Lump Sum budgeting
building a budget request
Building a Budget Request
  • Base budget
  • Adjustments
  • Incremental budget request
  • Re-allocating base budget resources
sources of revenue for courts
Sources of Revenue for Courts

Typical sources of revenue for courts:

  • General Fund Appropriation
  • Cost Reimbursement
  • Program Reimbursement
  • Block Grants
  • Grants
slide15
Resources, Budget and

Finance Fundamentals

The Budget Process

building a budget
Building a Budget

A court budget should:

  • Be responsive and persuasive to court purposes and vision
  • Be responsive and persuasive to court goals and objectives
  • Demonstrate the identification and diagnosis of court budgetary and performance problems
slide17

Monitoring Expenditures and Revenues

  • Why Monitor Expenditures and Revenues?
    • To be responsive to and consistent with the court’s role and vision
    • To implement budget goals and objectives
    • To identify and diagnose budgetary and performance problems
slide18

Monitoring Expenditures and Revenues

  • Methods of monitoring:
  • Exception reporting
  • Cost accounting
  • Spreadsheet
  • Full transaction detail
slide19

Importance of credibility

  • The funding body, budget analysts, and public must perceive the court spends funds allocated to it wisely:
      • Spend money on what you say you will
      • Know the status of both expenditures and results on a real time basis
      • Evaluate practice and programs for efficiency and effectiveness
      • Stay on top of what is working and what isn’t and what needs changing
slide20

Importance of credibility

  • The funding body, budget analysts, and public must perceive the court spends funds allocated to it wisely:
      • Answer queries honestly and forthrightly
      • Be a “Team player” both as to goals and priorities and working with other justice system entities
      • Consider regular information briefing sessions for funding authority
slide21

Importance of credibility

Skill in:

  • Preparing
  • Presenting, and
  • Advocating the court’s budget
    • In writing and
    • In person
slide22

Importance of Personal Relationships

  • With budget analysts
  • With the funding body
  • With support groups of court programs (constituents, service providers, etc.)
  • With the community
  • With the public and media
slide23
Resources, Budget and Finance Fundamentals

Trends in Public Sector Budgeting

expectations from funding bodies
Expectations from Funding Bodies
  • Fixed ceiling and base line budgeting as the starting point
  • Budgeting for outcomes
  • Setting measurable outcomes for accountability
expectations from funding bodies25
Expectations from Funding Bodies
  • Setting of Priorities—either by the court or “them”
  • Expectations that courts will “partner” in requests for new funds
  • Imposition of “efficiency” reductions in baseline budgets
greater budget discretion
Greater Budget Discretion
  • Lump Sum Budgeting
  • Carry forward across fiscal years
  • Use of special funds
concluding summary
Concluding Summary
  • Third branch – independence and responsibility
  • Authority, limitations, and discretion
  • Credibility, credibility, and credibility
slide28

Discussion and Feedback

  • Based on what you heard today:
  • What is one thing you will do differently when you get to work tomorrow?
  • What is one thing you need to learn how to do, or do better?
  • What is one relationship you need to build, or repair, to improve your budget success?