Higher education institutions revolving funds operations budget structure and operation Usak University revolving fund operational example

With the increasing competition in the globalized world, public institutions as well as private enterprises have compelled to participate in the competition. In this context, budget concept will be important for revolving fund enterprises to be established depending on the institutions that will operate. Cost elements will be planned and budgets will need to be prepared and implemented. The budgetary transactions considered as a process will not be sufficient for competition, but there will be a need for arrangements regarding the restructuring of revolving fund enterprises. Since the arrangements put forth in this respect are not intended for all the general problems, problems will continue to occur at points that are not taken into consideration. The restructuring arrangements of revolving capital enterprises generally involve studies on financial processes. In these enterprises, the study of any regulation that can provide solutions to the problems related to the administrative order and workflows has not been put forward. One of the objectives of our study is to reveal the budget structure of Uşak University Revolving Fund, which is a higher education institution. In 2003, the Law No. 5018 on Public Financial Management and Control, which was enacted and enacted in 2003, introduced new definitions and defined concepts. Within the scope of the aforementioned law, works on the reorganization of revolving funds have been continuing. Within the scope of the studies, it has become a necessity to revise the articles on the revolving fund of Higher Education Law numbered 2547 in accordance with the Public Financial Management and Control Law No. 5018. The budget prepared by Uşak University Revolving Fund; It has been observed that there is a simple structure in terms of economic codes and open to potential effects. The five-year estimated budget data of the fiscal year 2013-2017 and the actual budget data were used to evaluate the relations between them with the help of some ratios. The budget based on the assessment is improved every year, but the budget is also low when the estimated budget is low compared to the actual budget. In addition, the interviews with the employees in the said unit were interviewed and interviews were answered and the study was concluded with the literature. In addition, the management, organizational structure and functioning of the revolving fund enterprises established by universities are explained in the paradigm of authority responsibility.