FINANCIAL RESOURCES

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SUFFICIENCY OF FINANCIAL RESOURCES

9.A.1 The commitment of resources among the various degrees and programs, undergraduate and graduate, reflects appropriately the educational objectives and priorities of the institution.

9.A.2 The continuity of each area of institutional income has been realistically assessed such that the current and anticipated total income is sufficient to maintain the educational quality of the institution.

9.A.3 The analysis of the current year's financial operations indicates financial strength.

9.A.4 The financial statements indicate a history of financial stability. The institution has operated for at least three previous years without incurring operating losses. If an accumulated deficit has been recorded, a realistic plan to eliminate the deficit is clearly presented, understood, and approved by the governing board.

9.A.5 Adequate resources are available to meet debt-service requirements of short-term and long-term indebtedness without adversely impacting the quality of educational programs.

9.A.6 Transfers among the major funds and interfund borrowing are guided by clearly stated policies in accordance with the educational goals of the institution.

9.A.7 The institution has the financial capacity to respond to financial emergencies or unforeseen occurrences.

FINANCIAL PLANNING

9.B.1 The institution has an annual budget and the policies, guidelines, and processes for developing the budget are clearly defined and followed.

9.B.2 Annual budgets and long-range forecasts or budget plans reflect realistic assessments of resource availability and expenditure requirements for academic priorities and support needs.

9.B.3 The short- and long-range capital budgets reflect educational objectives and relate to the plans for physical facilities.

9.B.4 Faculty have an opportunity to participate with administrators in the development of budgets and financial plans.

9.B.5 Governing boards and state agencies have given the institution appropriate autonomy in budget and planning matters within overall mandates and priorities.

FINANCIAL MANAGEMENT

9.C.1 The management and organization of financial administration are clearly defined, with specific assignment of responsibilities appropriately set forth.

9.C.2 All expenditures and income, from whatever source, and the administration of scholarships, grants-in-aid, loans, and student employment, are fully controlled by the institution and included in its regular planning, budgeting, accounting, and auditing procedures.

9.C.3 Financial reports and related documents are accurate and appropriately represent the total operations of the institution, including fundraising activities.

9.C.4 Independent colleges have an annual audit of institutional accounts with recommendations by an independent certified public accountant. The audit employs as a guide "Audits of Colleges and universities," published by the American Institute of Certified Public Accountants. When public institutions are, by law, audited by a state agency, an institutional independent audit is not required except for any funds not subject to governmental audit. Additional documentation is required for proprietary institutions in the supporting documentation section in # 11 on page 85.

9.C.5 The institution demonstrates that recommendations in the auditor's management letter have been adequately considered.

9.C.6 The institution has clearly defined and implemented policies with regard to cash management and investments. These policies have been approved by the governing board.

9.C.7 Financial personnel have appropriate training and experience, and are committed to the educational purposes of the institution.

9.C.8 Institutional policies and a code of ethics have been developed and disseminated for employees involved in buying, bidding, or providing purchase orders to vendors.

CSU Executive Order #295, Designation of Filing Officers under the CSU Conflict of Interest Code.

SFSU Executive Directive #96-20, disclosure of Conflict of Interest for Principle Investigators.

www.sfsu.edu/~ppg/csueo295.htm

www.sfsu.edu/~ppg/ued96-20.htm

9.C.9 The institution and any subsidiary entities or auxiliaries have policies on risk management, adopted by governing boards. These policies address loss by fire, burglary and defalcation; liability of the governing board and administration; and liability for personal injury and property damage.

SFSU Executive Directive #99-22, Risk Management.

  CSU Executive Order #715, Risk Management Policy.

www.sfsu.edu/~ppg/ued99-22.htm

www.sfsu.edu/~ppg/csueo715.htm

9.C.10 When auxiliary organizations, such as foundations, have been established using the name and/or reputation of the institution, they support institutional aspirations, conform with institutional principles of operation, are carefully supervised by the institution, and are regularly audited by public or independent agencies.

www.sfsu.edu/~ppg/csueo698.htm

www.sfsu.edu/~ppg/csueo703.htm

FUNDRAISING AND DEVELOPMENT

9.D.1: All fundraising activities are governed by institutional policies, and comply with sound ethical accounting and financial principles.

SFSU Executive Directive #95-19, on the Receipt, Acceptance, and Acknowledgement of Gifts.

www.sfsu.edu/~ppg/ued95-19.htm

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