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Home > News = &=20 Updates > Business Officer=20 Magazine > Business Officer=20 Magazine Back Issues > = 2006 > Virtual=20 Budgeting

Virtual Budgeting

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Print = Version

January 2006

Iowa State University's central budgeting model = emphasizes=20 people and process rather than place.

By Larry Goldstein and Johnny = Pickett

You won't find one desk, lamp, file cabinet, phone, = or=20 computer in Iowa State University's budget office. In = fact,=20 you won't find an office. That's because = ISU's central=20 budgeting activities are conducted virtually by staff = with=20 other operational duties=97significantly trimming the=20 institution's overhead and staff salary expenses.

While the university's virtual budget = office=97or=20 =93VBO=94 in ISU parlance=97relies heavily on e-mail, = electronic=20 document transfer, and other modes of technology to = facilitate=20 budgeting processes and resource allocations, the = actual=20 technologies have little to do with the success of the = VBO.=20 The bigger boost to ISU's virtual office effectiveness = is the=20 organizational structure of the university that = facilitates=20 this minimalist approach to institutional = budgeting.

ISU's virtual budget office is composed of only = eight=20 university staff members, each devoting between = one-quarter=20 and three-quarters time to central budget and related = matters.=20 That's in sharp contrast to the central budget office=20 structure of many large research universities that may = employ=20 as many as 15 or more individuals full time.

Not only does ISU manage to meet all state board of = regents=20 requirements for the submission of budget information = under=20 its virtual structure, it also recently addressed=20 appropriation reductions totaling $63.5 million over = the most=20 recent four-year period. This occurred at the same = time that=20 the university dealt with a $23.6 million shortfall in = state=20 funding for compensation increases.

Addressing resource reductions averaging $22 = million=20 annually would tax the most well-staffed central = budget=20 department. The fact that eight "part-time" = individuals did so=20 suggests a budgeting approach worthy of further = inspection. A=20 deeper look at ISU's VBO explores when and how such a = model=20 might work for other institutions.

Who: Staffing a Virtual Office

Although ISU is a land-grant institution and a = major=20 research university, it represents a very lean = operation=20 overall with only four senior university executives: = the=20 president, vice president for academic affairs and = provost,=20 vice president for business and finance, and vice = president=20 for student affairs. These four individuals sit on the = president's budget cabinet and, coupled with the eight = VBO=20 staff members, make up the 12 university positions = that=20 represent the central budgeting process for the=20 institution.

In a nutshell, ISU's eight-member virtual budget = office=20 functions as an implementation body rather than a=20 decision-making body. While the president's budget = cabinet=20 makes the critical resource allocation decisions at = ISU, it=20 does so using information supplied by the VBO, which = in turn=20 implements the decisions of the president's cabinet.=20 Additionally, the VBO prepares the annual budget = submission;=20 processes reallocation transactions; maintains the = budget=20 database reflecting past resource allocation decisions = and=20 commitments for the future; and conducts whatever = financial=20 analysis is required to support planning and budgeting = within=20 the university.

Who are these virtual staff? Four of the eight = members are=20 senior assistants or associates handling major areas = of=20 responsibility directly supporting ISU's president and = vice=20 presidents. The other half of the team includes = individuals=20 providing budget analysis and support for the process = (see=20 sidebar, =93Iowa's Virtual Staffing Model=94). While = these four=20 spend varying amounts of time focused on central = budget=20 issues, each functions as a budget analyst for his or = her unit=20 while sharing responsibility for aspects of the = university's=20 overall budget process. Along with their four = counterparts at=20 the assistant or associate level, these individuals=20 collectively handle all centralized budgeting = responsibility=20 for the university.

Until about five years ago, ISU's virtual budget = office=20 didn't have a formal name for the entity. Because of = some=20 confusion by newer members of the VBO staff, the team = decided=20 on the "VBO" initialism as a way to improve the = group's=20 cohesiveness and to provide clarity about who is = involved.

What: Allocating Workload

Despite its lack of a traditional office structure, = the VBO=20 still must complete the myriad tasks required to = develop and=20 implement an operating budget. Clear division of labor = is=20 therefore as important if not more so within a virtual = structure. Although the eight VBO staff describe = themselves as=20 equals, some individuals do carry greater = responsibility than=20 others. For instance, in addition to serving as the = nominal=20 head of the VBO and the interface between that group = and the=20 president's budget cabinet, the assistant to the = president for=20 budget planning and analysis is ultimately responsible = for=20 ensuring that the budget is completed and submitted = through=20 appropriate channels. He also serves as the main = contact with=20 the state board of regents; oversees internal audit; = and=20 coordinates university committees responsible for = capital=20 projects, maintenance and improvement, and so = forth.

Similarly, one of the four budget analysts=97the = business and=20 finance budget officer=97has significant additional=20 responsibilities when it comes to the operating budget = and=20 consequently is the only VBO staff member devoting as = much as=20 three-quarters of her time to central budget = activities.=20 Although each analyst contributes to budget = development, only=20 the business and finance budget officer can make the = necessary=20 entries and adjustments to produce the finished = product.=20 Because of these extra duties, she is chief among the = VBO=20 budget analysts. As the overseer of the automated = budget=20 system, she also is the person who works closest with = the=20 programmers and analysts responsible for maintaining = and=20 modifying the system. She is charged with running the = revenue=20 and compensation projections for the various =93what = if=94=20 scenarios throughout the budget process. And, the = president's=20 assistant for budget planning and analysis relies = heavily on=20 her to review his work and to ensure that everything=20 balances.

The close working relationship between these two = positions=20 in particular is indicative of another important = element of=20 ISU's virtual business office: It relies on a = =93matrix=94=20 management approach. With this approach, the various=20 individuals focus less on the organizational hierarchy = or=20 departmental boundaries than on carrying out their = functional=20 responsibilities.

=93I have great interaction with all four budget = analysts and=20 am comfortable working directly with any of them when = senior=20 VBO staff members are unavailable,=94 says Todd = Holcomb,=20 associate vice president for student affairs. = Likewise,=20 Assistant Provost Ellen Rasmussen acknowledges that = her budget=20 analyst takes the lead role in communicating budget=20 information to the academic units. =93She's also the = first=20 person that the academic units contact when they need=20 information,=94 says Rasmussen. "She understands = policies and=20 issues because she works with them on a daily = basis."

Further demonstrating this cross-divisional, = collaborative=20 virtual office is the approach taken to train = Holcomb's budget=20 and human resource manager when she recently joined = the=20 student affairs division. Although she works closely = with=20 Holcomb on division budget matters, the other budget = analysts=20 helped her get up to speed. Such an approach ensures = that all=20 university divisions are employing the same budgeting=20 practices and taking advantage of the same tools and=20 techniques.

Where, When, and How: Conducting Budget=20 Business

Iowa's Virtual Staffing = Model
Eight Iowa State University staff = members=20 comprise the university's virtual business = office. None=20 devotes full-time focus to central budget = issues.=20 Virtual staff include two from each key = executive area=20 of the university.

From the office of the president:

  • assistant to the president for budget = planning and=20 analysis=20
  • administrative specialist

From the office of the vice president for = academic=20 affairs and provost:

  • assistant provost=20
  • budget analyst

From the office of the vice president for = business=20 and finance:

  • associate vice president for business and = finance=20 and controller=20
  • budget officer

From the office of the vice president for = student=20 affairs:

  • associate vice president for student = affairs=20
  • budget and human resource manager=20

Although they do not share common office space, = ISU's VBO=20 staff all work in the university's main administration = building=97a major plus to their effectiveness, since = this makes=20 it relatively easy for them to have regular informal = contact.=20 While formal face-to-face meetings are scheduled on a = biweekly=20 basis, if no need to meet exists, staff are more than = willing=20 to cancel meetings and devote the time to other = productive=20 activities. On the other hand, when things heat = up=97as they did=20 earlier this year when the state's board of regents = directed a=20 major shift in approach late in the budget submission=20 process=97VBO members will meet more frequently and = put in the=20 long hours to prepare needed materials.

Not surprisingly, the VBO concept is not always = well=20 understood by the broader university community. = Clearly there=20 is recognition that a central budget office does not = exist at=20 ISU. However, because of the matrix management = approach=20 employed for budget processing and communication, the = inner=20 workings of the VBO are not always apparent to the = various=20 decentralized campus units. That puts the onus on VBO = staff to=20 communicate budget information in ways that reach the = full=20 university community.

To do so, VBO staff use a variety of communication = methods=20 to address budget issues across the many units of the=20 institution. The assistant provost and the provost's = budget=20 analyst conduct regularly scheduled meetings with = academic=20 fiscal officers to brief them on budget matters. The = student=20 affairs budget and human resource manager conducts = comparable=20 meetings with representatives from her division.

Accounting Aplenty at March Forum

David M. Walker, comptroller general of the = United=20 States, will be the featured speaker at NACUBO's = Higher=20 Education Accounting Forum in San Francisco, = March=20 26=9628.  Representatives from the = Governmental=20 Accounting Standards Board and the Financial = Accounting=20 Standards Board will provide updates on board=20 activities.

The forum, aimed at advanced-level accounting = and=20 finance professionals, offers the latest = information on=20 trends, issues, and best practices in both = financial and=20 managerial accounting and analysis for all types = of=20 institutions. Topical areas at this year=92s = event include=20 executive compensation, debt evaluation, AICPA=20 interpretations, disaster recovery, accounting=20 professional competencies, derivative financial=20 instruments, trustee communication, and post = employment=20 benefits. Presentations and roundtable exchanges = provide=20 opportunities for networking and discussion with = peers.

For more details, visit http://www.nacubo.org/=20 or call = 800.462.4916.

The business and finance division approaches the = issue of=20 communication somewhat differently. The vice president = routinely includes budget topics on the agenda of the=20 division's monthly staff meetings. During these = meetings, the=20 associate vice president or the budget officer will = brief unit=20 directors on important budget matters. Such meetings = are not=20 necessary for the president's units because the = president's=20 administrative specialist serves as the budget officer = for the=20 entire unit. However, in other regularly scheduled = meetings,=20 information is shared about decisions coming out of = the=20 president's budget cabinet or process changes being=20 implemented by the VBO.

According to Warren = Madden,=20 ISU's vice president for business and finance, much of = what=20 the VBO does is largely invisible to the operating = units until=20 the final stages of budget development. But while=20 communication may pose a special challenge within a = virtual=20 structure, Madden also believes that fiscal = administrators in=20 the operating units are likely more comfortable = calling up=20 someone within their own division and asking questions = or=20 raising budget issues than they would be with a = central budget=20 office. =93We have pretty open and frank discussions = throughout=20 the budget process, and the communication goes both = ways,=94=20 says Madden.

Ben Allen likewise believes the VBO serves the = needs of the=20 operating units. =93The individuals involved in the = VBO are=20 deeply engaged in their home units. Each is part of = the=20 leadership teams of the various units. These = individuals fully=20 understand the programmatic and strategic needs of = their=20 units, not only the budgets and numbers,=94 says = Allen, vice=20 president for academic affairs and provost. As a = result, =93The=20 VBO process helps ensure that the budget follows the = strategic=20 initiatives=97not the other way around.=94

In all instances, VBO staff use these various = meetings to=20 provide early notice of issues under consideration and = to=20 gather feedback about possible ramifications. In this = way,=20 they are able to share information among VBO staff = and, when=20 appropriate, pass it on to the president's budget = cabinet.=20 This information-gathering role is one of the many = positive=20 outgrowths of the VBO model.

Virtual Office Benefits

Apart from significant cost savings that the = university=20 realizes from not having a full-time dedicated budget=20 operation, other significant benefits result from = ISU's=20 virtual structure. First, because staff members have = other=20 operational responsibilities, they have a deep = understanding=20 of the impact of the various decisions made with = respect to=20 resource allocation. More importantly, they understand = the=20 implications of the requests for information that they = impose=20 on the rest of the university and are careful to ask = for only=20 the information that is essential for decision-making=20 purposes.

Transplanting the Concept

Iowa State University staff believe that = their=20 virtual budget office (VBO) model can be applied = effectively at other institutions=97if the = proper=20 environment exists.

While many factors are important to virtual = office=20 success, two are perhaps critical. The first is=20 leadership and organizational structure. = According to=20 Warren Madden, vice president for business and = finance,=20 =93ISU's virtual budget office allows = centralized=20 direction from the president's office while = maintaining=20 direct lines of communication with the operating = units.=94=20 The university's eight-member VBO includes four = senior=20 administrators and four budget analysts who work = in=20 support of the president's four-member budget = cabinet.=20 Having only four senior university leaders to = involve=20 allows the institutional budgeting process to = operate=20 efficiently and effectively. While the ideal = number for=20 an institution is functionally driven, because = many=20 research universities have seven or eight vice=20 presidents, the structure of a virtual budget = office=20 probably would not work as effectively if = expanded to=20 allow every division to have direct = representation.

A second critical factor is the chemistry and = talent=20 of the individuals involved. Having the right = people=20 involved=97people who are knowledgeable and have = built=20 trust with the other members of the VBO and the=20 decentralized units=97is key to ISU's success, = says Ben=20 Allen, vice president for academic affairs and = provost.=20 Because VBO staff are held in high regard within = the=20 university and are recognized for being = successful=20 within their respective operational areas, this = gives=20 individual members credibility when dealing with = central=20 budget matters.

Why it works. While=20 virtual, ISU's VBO is still a = high-priority,=20 high-visibility entity. This is evidenced in = several=20 ways: the creation of the position of the = assistant to=20 the president for budget planning, central = involvement=20 of the provost, shared responsibility among the = vice=20 presidents, and the critical role of the = analysts who=20 have other core operational duties. Regarding = this last=20 point, there is another implication for = institutions=20 that may want to replicate ISU's model. From a = human=20 resources standpoint, because those with budget = and=20 planning responsibilities must also be skilled = in other=20 operational areas, these positions require a = more=20 well-rounded skill set.

Also worth noting is that, while people are = key, the=20 model itself must be able to stand the test of = time.=20 ISU's VBO has remained successful throughout = staff=20 changes, including three transitions within the=20 assistant to the president position. For = institutions=20 interested in the VBO concept, bear in mind that = a=20 gradual phase-in may be necessary. Transitioning = from=20 having a full-fledged central budget office one = year to=20 not having one the next year is more than = ambitious. A=20 good first step may be to develop and nurture = the budget=20 analyst positions and transition them to their=20 respective areas within the institution.

Consider all factors. Among = other=20 key points to consider: ISU's VBO operates = within a=20 relatively top-down budget approach employed in = Iowa.=20 The state board of regents establishes the = budget=20 policies and the process to be followed for = budget=20 submission. Institutions have some flexibility = with=20 respect to how the budget is implemented, but = they=20 operate within a structure imposed by the = regents.=20 Additionally, ISU employs block budgeting, which = requires significantly less effort than = line-item=20 budgeting. For institutions and systems that = follow=20 other budgeting approaches and where selling the = budget=20 to legislatures takes on a primary role, a = central=20 budget office structure may ultimately make more = sense.

Because the president's budget cabinet relies = extensively=20 on the VBO to examine issues before they are addressed = by the=20 cabinet, VBO staff perform a valuable role as staff=20 consultants and serve as a sounding board for the = cabinet,=20 thereby helping the president's cabinet be more = effective with=20 its time and decision making. According to Allen, "By = the time=20 the budget development issues come to the president's = budget=20 cabinet, the non-starter ideas have been = eliminated."

Madden sees another positive aspect of the VBO. = Because the=20 senior administrators have specific operational = responsibility=20 in addition to their roles with the central budget, = they tend=20 to take a more practical approach with respect to = resource=20 allocation and related processes. In addition, says = Madden,=20 they are able to identify implementation issues much = faster=20 than would a traditional staff office. =93I've been at = ISU for=20 more than 30 years, but I've participated in = accrediting=20 reviews at institutions with central budget offices. = In=20 general, large centralized staffs are not necessarily = viewed=20 by the campus community as positive,=94 he says. = =93Our process=20 seems to be less complicated and more supportive of = getting=20 operational concerns communicated early enough to = influence=20 the budget decision-making process.=94

Questions of Focus, Format, and Composition

Iowa State University Profile
Institution type: Land-grant=20 institution; Carnegie = Doctoral/Research-Extensive=20 university. Eight colleges offer more than 100=20 undergraduate degrees and nearly 200 fields of = study;=20 recent research and technology transfer = initiatives=20 include agricultural biotechnology, plant and = animal=20 genomics, bioinformatics, =93smart=94 materials, = agricultural product and market development, = human=20 nutrition, human computer performance, = biorenewables,=20 and food safety and security.
Student = population: 26,380 including 21,354=20 undergraduates from throughout the United States = and=20 more than 100 countries
Faculty and=20 staff: 6,075
Tuition=20 (undergraduate): resident, $4,702; = nonresident,=20 $14,404
Operating revenues: = $820=20 million
Endowment: $456=20 million
Sponsored program = awards:=20 $287 million
Licensing = income: $4.9=20 million
Note: Data are from=20 FY04-05.

Although ISU's VBO provides major benefits, it = presents=20 some challenges as well.  For instance, Madden = suggests=20 it would be beneficial to have additional staff = support for=20 budget modeling, record-keeping, and tracking of = budget=20 decisions. He also is somewhat concerned that no = individual at=20 ISU focuses solely on budget issues on a full-time = basis. Mark=20 Chidister shares Madden's concern. As assistant to the = president for budget planning and analysis, Chidister=20 participates in both the VBO and the president's = budget=20 cabinet. Despite his significant focus on budget = matters, with=20 his many other responsibilities, he knows there are = times when=20 the budget doesn't receive as much of his attention as = it=20 should.

Echoing the concern of others, Allen suggests it = would be=20 beneficial for the two groups to meet collectively = once each=20 semester=97preferably at the beginning of the budget = cycle.=20 Similarly, some see value in having the budget = analysts=20 routinely meet separately from the full VBO staff. = (Currently=20 the analysts meet only informally when one of them has = an=20 issue.) From a technical standpoint, all four budget = analysts=20 suggest that an electronic folder would further = enhance their=20 efficiency. While documents are shared electronically = among=20 the VBO staff, there isn't a dedicated space on a = server for=20 VBO documents.

Yet another consideration is the composition of the = VBO=20 itself. The current makeup is beneficial because each = major=20 division is represented. The importance of this was = reinforced=20 when the student affairs representatives recently were = added=20 to the VBO. Many of their units are unique in that = they do not=20 rely on appropriated funding for their support. = Because=20 student affairs was not represented directly on the = VBO, too=20 little attention was being paid to the uniqueness of = the=20 student affairs units. There now is a better balance = between=20 focus on units funded by appropriations and = self-supporting=20 units.

In the same manner, some now also question having = human=20 resources represented within the VBO on a permanent = basis.=20 Human resources is invited to participate when = warranted by=20 specific issues but does not have an ongoing role = within the=20 VBO. Because so much of a research university's budget = is=20 devoted to compensation, some feel that the VBO would = benefit=20 from having ongoing participation by the chief human = resources=20 officer. However, because the current model=97with one = representative per major division=97has worked so = effectively,=20 there is reluctance to change the current=20 composition. 

A Workable Model

Despite the challenges and questions about = structural=20 changes, ISU's VBO has no doubt been an effective = model for=20 the university=97especially during the recent period = when such=20 large budget cuts had to be made. Given the right = balance of=20 trust, knowledge, and good working relationships, this = same or=20 a similar model may work well at other institutions = (see=20 sidebar, =93Transplanting the Concept=94).

"In the Iowa environment, our process works = well,=94 says=20 Madden. =93Feedback from our board of regents, = legislature,=20 governor, and others give us high marks. Because we = have fewer=20 layers, there is less filtering and translation of=20 information, and that enables us to be more = responsive."

Could Virtual Budgeting Work for = You?
What's the most effective approach to = budgeting=20 taken by your institution? Send an e-mail to jane.rooney@nacubo.org=20 to share your = experiences.

For institutions where such a model is feasible, = another=20 less tangible benefit may be realized. At a time when = so much=20 concern is expressed about the size of university=20 administration, ISU's virtual budget office is proof = that it's=20 possible to handle significant administrative = responsibilities=20 with fewer staff.

Larry=20 Goldstein is president of Campus = Strategies,=20 Crimora, Virginia. Johnny = Pickett=20 is associate vice president for business and finance = and=20 controller for Iowa State University, Ames.

larry.goldstein@cam= pus-strategies.com;=20 jspicke@iastate.edu



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Arial, Helvetica, sans-serif; BACKGROUND-COLOR: = #ffffcc } .table1 { BORDER-RIGHT: #cccccc 1px solid; BORDER-TOP: #cccccc 1px solid; = BORDER-LEFT: #cccccc 1px solid; BORDER-BOTTOM: #cccccc 1px solid; = BORDER-COLLAPSE: collapse } #lyr1 { VISIBILITY: hidden; POSITION: absolute; BACKGROUND-COLOR: #ffffff } #lyr2 { VISIBILITY: hidden; POSITION: absolute; BACKGROUND-COLOR: #ffffff } #lyr3 { VISIBILITY: hidden; POSITION: absolute; BACKGROUND-COLOR: #ffffff } #lyr4 { VISIBILITY: hidden; POSITION: absolute; BACKGROUND-COLOR: #ffffff } .pubTitle { FONT-WEIGHT: bold; FONT-SIZE: 110%; COLOR: #333399; FONT-FAMILY: Arial, = Verdana, Sans-serif } .pubAuthor { FONT-FAMILY: Arial, Verdana, Sans-serif } .publication { FONT-SIZE: 80%; BORDER-BOTTOM: #cccccc 1px dotted; FONT-FAMILY: Arial, = Helvetica, sans-serif } TD.publication P { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } TD.publication UL { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } TD.publication OL { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } .pubPrice { FONT-SIZE: 80%; FONT-FAMILY: Arial, Verdana, Sans-serif } .eventTitle { FONT-WEIGHT: bold; FONT-SIZE: 120%; COLOR: #ffffff; FONT-FAMILY: = Verdana, Arial, Helvetica, sans-serif } .eventCategory { FONT-WEIGHT: bold; FONT-SIZE: 120%; COLOR: #ffffff; FONT-FAMILY: = Verdana, Arial, Helvetica, sans-serif } .eventNavText { FONT-WEIGHT: bold; FONT-SIZE: 70%; CURSOR: hand; COLOR: #ffffff; = FONT-FAMILY: Arial, Helvetica, sans-serif; BACKGROUND-COLOR: #ffffff } .eventNavText A { COLOR: #000080; TEXT-DECORATION: none } .eventNavText A:hover { TEXT-DECORATION: underline } P .eventDate { FONT-WEIGHT: bold; FONT-SIZE: 120%; FONT-FAMILY: Arial, Helvetica, = sans-serif } .eventHeading1 { FONT-WEIGHT: bold; FONT-SIZE: 90%; WIDTH: 100%; BORDER-BOTTOM: #cccccc = 1px solid; FONT-FAMILY: Verdana, Arial, Helvetica, sans-serif } .eventHeading2 { FONT-WEIGHT: bold; FONT-SIZE: 80%; TEXT-TRANSFORM: none; WIDTH: 75%; = BORDER-BOTTOM: #cccccc 1px dotted; FONT-FAMILY: Arial, Helvetica, = sans-serif } .eventTableHeader { FONT-WEIGHT: bold; FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, = sans-serif; BACKGROUND-COLOR: #cccccc } .eventTableData { FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, sans-serif } .eventDay { FONT-WEIGHT: bold; FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, = sans-serif; BACKGROUND-COLOR: #cccccc } .eventSessionTime { FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, sans-serif; = BACKGROUND-COLOR: #e8e8e8 } .eventSessionTitle { FONT-WEIGHT: bold; FONT-SIZE: 70%; MARGIN-BOTTOM: -5px; FONT-FAMILY: = Arial, Helvetica, sans-serif } .eventSessionDescription { MARGIN-TOP: 0px; FONT-SIZE: 70%; PADDING-TOP: 0px; FONT-FAMILY: Arial, = Helvetica, sans-serif } .eventSessionDescription P { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } .eventSessionDescription UL { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } .eventBox { BORDER-RIGHT: #cccccc 1px solid; PADDING-RIGHT: 20px; PADDING-LEFT: = 20px; PADDING-BOTTOM: 20px; BORDER-LEFT: #cccccc 1px solid; WIDTH: = 550px; PADDING-TOP: 20px; BORDER-BOTTOM: #cccccc 1px solid; = BACKGROUND-COLOR: #ffffff } .eventHeading { FONT-WEIGHT: bold; FONT-SIZE: 80%; WIDTH: 50%; COLOR: #333399; = BORDER-BOTTOM: 1px dotted; FONT-FAMILY: Arial, Verdana, Sans-serif } .eventTable { BORDER-RIGHT: #cccccc 1px solid; BORDER-TOP: #cccccc 1px solid; = BORDER-LEFT: #cccccc 1px solid; BORDER-BOTTOM: #cccccc 1px solid; = BORDER-COLLAPSE: collapse } .outline { BORDER-COLLAPSE: collapse } .attendeeText { FONT-WEIGHT: bold; FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, = sans-serif } .bulletText { FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, sans-serif } .ScheduletableData { FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, sans-serif } .scheduleTime { FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, sans-serif } .scheduleSession { FONT-WEIGHT: bold; FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, = sans-serif } .scheduleSessionSm { FONT-WEIGHT: bold; FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, = sans-serif } .ScheduleDay { FONT-WEIGHT: bold; FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, = sans-serif } .scheduleSessionDetail { FONT-SIZE: 80%; FONT-FAMILY: Arial, Helvetica, sans-serif } UL.scheduleSessionDetail { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } P.scheduleSessionDetail { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } .scheduleSessionDetailSm { FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, sans-serif } .boxTitle { FONT-WEIGHT: bolder; FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, = sans-serif } .printLocation { FONT-WEIGHT: bold; FONT-SIZE: 80%; COLOR: #ffffff; FONT-FAMILY: Arial, = Helvetica, sans-serif } .programTitle { FONT-WEIGHT: bold; FONT-SIZE: 14px; COLOR: #ffffff; FONT-FAMILY: Arial, = Helvetica, sans-serif; LETTER-SPACING: 2px } UL UL LI.bulletText { FONT-SIZE: 100%; FONT-FAMILY: Arial, Helvetica, sans-serif } .articleBoxHeader { FONT-WEIGHT: bold; FONT-SIZE: 80%; COLOR: #333399; FONT-FAMILY: Arial, = Helvetica, sans-serif; BACKGROUND-COLOR: #cccc99 } .articleBoxText { FONT-SIZE: 70%; FONT-FAMILY: Arial, Helvetica, sans-serif; = BACKGROUND-COLOR: #cccc99 } .articleBoxText P { FONT-SIZE: 100% } .articleBoxText UL { FONT-SIZE: 100% } .articleBoxText OL { FONT-SIZE: 100% } .articleBoxText2 A { COLOR: #ffcc00 } .articleBoxHeader2 { FONT-WEIGHT: bold; FONT-SIZE: 80%; COLOR: #ffcc00; FONT-FAMILY: Arial, = Helvetica, sans-serif; BACKGROUND-COLOR: #336699 } .articleBoxText2 { FONT-SIZE: 70%; COLOR: #ffffff; FONT-FAMILY: Arial, Helvetica, = sans-serif; BACKGROUND-COLOR: #336699 } .articleBoxText2 P { FONT-SIZE: 100%; COLOR: #ffffff } .articleBoxText2 UL { FONT-SIZE: 100%; COLOR: #ffffff } .articleBoxText2 OL { FONT-SIZE: 100%; COLOR: #ffffff } P.sponsorList { MARGIN-TOP: 2px; FONT-SIZE: 70%; MARGIN-BOTTOM: 4px; MARGIN-LEFT: 10px; = TEXT-INDENT: -10px; FONT-FAMILY: Arial, Helvetica, sans-serif } .byline { FONT-WEIGHT: bold; FONT-SIZE: 80%; COLOR: #333399; FONT-FAMILY: Arial, = Helvetica, sans-serif } .pfHeader { FONT-WEIGHT: bold; FONT-SIZE: 120%; COLOR: #333399; BORDER-BOTTOM: 1px = solid; FONT-FAMILY: Arial, Verdana, Sans-serif } .pfFooter { BORDER-TOP: 1px solid; FONT-SIZE: 60%; COLOR: #000000; FONT-FAMILY: = Arial, Helvetica, sans-serif } .topicHeading { FONT-WEIGHT: bold; FONT-SIZE: 100%; WIDTH: 100%; COLOR: #333399; = BORDER-BOTTOM: 1px solid; FONT-FAMILY: Arial, Verdana, Sans-serif } ------=_NextPart_000_0000_01C80A87.079B2550 Content-Type: application/octet-stream Content-Transfer-Encoding: quoted-printable Content-Location: http://www.nacubo.org/prebuilt/n_functions.js function jumper(selectbox) { i =3D document.pulldown[selectbox].selectedIndex; x =3D document.pulldown[selectbox].options[i].value; if (x !=3D "") { window.top.location.href =3D x; } } function popWin(URL) { solutions =3D = window.open(URL,"NACUBO","resizable,scrollbars=3Dno,width=3D400,height=3D= 300"); if (!solutions.opener) { solutions.opener =3D window; solutions.opener.name =3D "main"; } solutions.focus(); } function MM_preloadImages() { //v3.0 var d=3Ddocument; if(d.images){ if(!d.MM_p) d.MM_p=3Dnew Array(); var i,j=3Dd.MM_p.length,a=3DMM_preloadImages.arguments; for(i=3D0; = i0&&parent.frames.length) { d=3Dparent.frames[n.substring(p+1)].document; n=3Dn.substring(0,p);} if(!(x=3Dd[n])&&d.all) x=3Dd.all[n]; for = (i=3D0;!x&&i'); container =3D FIND("menuContainer"); } window.mmHideMenuTimer =3D null; if (!container) return;=09 window.triedToWriteMenus =3D true;=20 container.isContainer =3D true; container.menus =3D new Array(); for (var i=3D0; i\n'+ '
\n'+ '
\n'+ ''; } var x=3Di; for (var i=3D0; i'; var dClose =3D '
' if (menu.bgImageUp) dTag =3D '
'; var left =3D 0, top =3D 0, right =3D 0, bottom =3D 0; left =3D 1 + menu.menuItemPadding + menu.menuItemIndent; right =3D left + menu.menuWidth - 2*menu.menuItemPadding - = menu.menuItemIndent; if( menu.menuItemVAlign =3D=3D 'top' ) top =3D menu.menuItemPadding; if( menu.menuItemVAlign =3D=3D 'bottom' ) top =3D = menu.menuItemHeight-menu.fontSize-1-menu.menuItemPadding; if( menu.menuItemVAlign =3D=3D 'middle' ) top =3D = ((menu.menuItemHeight/2)-(menu.fontSize/2)-1); bottom =3D menu.menuItemHeight - 2*menu.menuItemPadding; var textProps =3D 'position:absolute;left:' + left + 'px;top:' + top = + 'px;'; if (lrs) { textProps +=3DitemProps + 'right:' + right + ';bottom:' + bottom + = ';'; dTag =3D ""; dClose =3D ""; } =09 if(document.all && !window.mmIsOpera) { item =3D '
' + item + = '
'; } else if (lrs) { item =3D '
' + = item + '
'; } else { var hitem =3D null; if( menu.menuItemHAlign !=3D 'left' ) { if(window.mmIsOpera) { var operaWidth =3D menu.menuItemHAlign =3D=3D 'center' ? = -(menu.menuWidth-2*menu.menuItemPadding) : = (menu.menuWidth-6*menu.menuItemPadding); hitem =3D '
' + item + = '
'; item =3D '
' + item + = '
'; } else { hitem =3D '
' + item + = '
'; item =3D '
' + item + = '
'; } } else hitem =3D null; } if(document.all && !window.mmIsOpera) item =3D '
' + item + '
'; var dText =3D '
'+ item +' 
\n' + '
'=20 + (hitem||item) +' 
'; if (childMenu) content +=3D ( dTag + dText + '
\n' + dClose); else content +=3D ( dTag + dText + dClose); if (lrs) { l.document.open("text/html"); l.document.writeln(content); l.document.close();=09 content =3D ''; theStat +=3D "-"; tsc++; if (tsc > 50) { tsc =3D 0; theStat =3D ""; } status =3D theStat; } countItems++; =20 } if (lrs) { var focusItem =3D new Layer(100, body); focusItem.visiblity=3D"hidden"; focusItem.document.open("text/html"); focusItem.document.writeln(" "); focusItem.document.close();=09 } else { content +=3D '
 
\n'; content +=3D '
\n
\n\n'; } i=3Dx; } if (document.layers) { =09 container.clip.width =3D window.innerWidth; container.clip.height =3D window.innerHeight; container.onmouseout =3D mouseoutMenu; container.menuContainerBgColor =3D this.menuContainerBgColor; for (var i=3D0; i0) { if( l.Menu.vertical ) l.top =3D body.document.layers[n-1].top + = body.document.layers[n-1].clip.height + proto.menuItemBorder + = proto.menuItemSpacing; else l.left =3D body.document.layers[n-1].left + = body.document.layers[n-1].clip.width + proto.menuItemBorder + = proto.menuItemSpacing; } l.hilite =3D l.document.layers[1]; if (proto.bgImageUp) l.background.src =3D proto.bgImageUp; l.document.layers[1].isHilite =3D true; if (l.document.layers.length > 2) { l.childMenu =3D container.menus[i].items[n].menuLayer; l.document.layers[2].left =3D l.clip.width -13; l.document.layers[2].top =3D (l.clip.height / 2) -4; l.document.layers[2].clip.left +=3D 3; l.Menu.childMenus[l.Menu.childMenus.length] =3D l.childMenu; } } if( proto.menuBgOpaque ) body.document.bgColor =3D proto.bgColor; if( proto.vertical ) { body.clip.width =3D l.clip.width +proto.menuBorder; body.clip.height =3D l.top + l.clip.height +proto.menuBorder; } else { body.clip.height =3D l.clip.height +proto.menuBorder; body.clip.width =3D l.left + l.clip.width +proto.menuBorder; if( body.clip.width > window.innerWidth ) body.clip.width =3D = window.innerWidth; } var focusItem =3D body.document.layers[n]; focusItem.clip.width =3D body.clip.width; focusItem.Menu =3D l.Menu; focusItem.top =3D -30; focusItem.captureEvents(Event.MOUSEDOWN); focusItem.onmousedown =3D onMenuItemDown; if( proto.menuBgOpaque ) menu.document.bgColor =3D = proto.menuBorderBgColor; var lite =3D menu.document.layers[0]; if( proto.menuBgOpaque ) lite.document.bgColor =3D = proto.menuLiteBgColor; lite.clip.width =3D body.clip.width +1; lite.clip.height =3D body.clip.height +1; menu.clip.width =3D body.clip.width + (proto.menuBorder * 3) ; menu.clip.height =3D body.clip.height + (proto.menuBorder * 3); } } else { if ((!document.all) && (container.hasChildNodes) && !window.mmIsOpera) = { container.innerHTML=3Dcontent; } else { container.document.open("text/html"); container.document.writeln(content); container.document.close();=09 } if (!FIND("menuLayer0")) return; var menuCount =3D 0; for (var x=3D0; x 0) MM_showMenu(null, = "relative", "relative", l.layers[i]); } if (l.parentLayer) { if (x !=3D "relative") l.parentLayer.left =3D x || window.pageX || 0; if (l.parentLayer.left + l.clip.width > window.innerWidth) = l.parentLayer.left -=3D (l.parentLayer.left + l.clip.width - = window.innerWidth); if (y !=3D "relative") l.parentLayer.top =3D y || window.pageY || 0; if (l.parentLayer.isContainer) { l.Menu.xOffset =3D window.pageXOffset; l.Menu.yOffset =3D window.pageYOffset; l.parentLayer.clip.width =3D window.ActiveMenu.clip.width +2; l.parentLayer.clip.height =3D window.ActiveMenu.clip.height +2; if (l.parentLayer.menuContainerBgColor && l.Menu.menuBgOpaque ) = l.parentLayer.document.bgColor =3D l.parentLayer.menuContainerBgColor; } } l.visibility =3D "inherit"; if (l.Menu) l.Menu.container.visibility =3D "inherit"; } else if (FIND("menuItem0")) { var l =3D menu.menuLayer || menu;=09 hideActiveMenus(); if (typeof(l) =3D=3D "string") l =3D FIND(l); window.ActiveMenu =3D l; var s =3D l.style; s.visibility =3D "inherit"; if (x !=3D "relative") { s.pixelLeft =3D x || (window.pageX + document.body.scrollLeft) || 0; s.left =3D s.pixelLeft + 'px'; } if (y !=3D "relative") { s.pixelTop =3D y || (window.pageY + document.body.scrollTop) || 0; s.top =3D s.pixelTop + 'px'; } l.Menu.xOffset =3D document.body.scrollLeft; l.Menu.yOffset =3D document.body.scrollTop; } if (menu) window.activeMenus[window.activeMenus.length] =3D l; MM_clearTimeout(); } function onMenuItemDown(e, l) { var a =3D window.ActiveMenuItem; if (document.layers && a) { a.eX =3D e.pageX; a.eY =3D e.pageY; a.clicked =3D true; } } function mouseupMenu(e) { hideMenu(true, e); hideActiveMenus(); return true; } function getExplorerVersion() { var ieVers =3D parseFloat(navigator.appVersion); if( navigator.appName !=3D 'Microsoft Internet Explorer' ) return = ieVers; var tempVers =3D navigator.appVersion; var i =3D tempVers.indexOf( 'MSIE ' ); if( i >=3D 0 ) { tempVers =3D tempVers.substring( i+5 ); ieVers =3D parseFloat( tempVers );=20 } return ieVers; } function mouseoutMenu() { if ((navigator.appName =3D=3D "Microsoft Internet Explorer") && = (getExplorerVersion() < 4.5)) return true; hideMenu(false, false); return true; } function hideMenu(mouseup, e) { var a =3D window.ActiveMenuItem; if (a && document.layers) { a.document.bgColor =3D a.saveColor; a.focusItem.top =3D -30; if (a.hilite) a.hilite.visibility =3D "hidden"; if (mouseup && a.mmaction && a.clicked && window.ActiveMenu) { if (a.eX <=3D e.pageX+15 && a.eX >=3D e.pageX-15 && a.eY <=3D = e.pageY+10 && a.eY >=3D e.pageY-10) { setTimeout('window.ActiveMenu.Menu.onMenuItemAction();', 500); } } a.clicked =3D false; if (a.Menu.bgImageOver) a.background.src =3D a.Menu.bgImageUp; } else if (window.ActiveMenu && FIND("menuItem0")) { if (a) { a.style.backgroundColor =3D a.saveColor; if (a.hilite) a.hilite.style.visibility =3D "hidden"; if (a.hiliteShim) a.hiliteShim.style.visibility =3D "inherit"; if (a.Menu.bgImageUp) a.style.background =3D "url(" + = a.Menu.bgImageUp +")"; } } if (!mouseup && window.ActiveMenu) { if (window.ActiveMenu.Menu) { if (window.ActiveMenu.Menu.hideOnMouseOut) MM_startTimeout(); return(true); } } return(true); } function hideChildMenu(hcmLayer) { MM_clearTimeout(); var l =3D hcmLayer; for (var i=3D0; i < l.Menu.childMenus.length; i++) { var theLayer =3D l.Menu.childMenus[i]; if (document.layers) theLayer.visibility =3D "hidden"; else { theLayer =3D FIND(theLayer); theLayer.style.visibility =3D "hidden"; if( theLayer.Menu.menuItemHAlign !=3D 'left' ) { for(var j =3D 0; j < theLayer.Menu.menuItemLayers.length; j++) { var itemLayer =3D theLayer.Menu.menuItemLayers[j]; if(itemLayer.textShim) itemLayer.textShim.style.visibility =3D = "inherit"; } } } theLayer.Menu.hideChildMenu(theLayer); } if (l.childMenu) { var childMenu =3D l.childMenu; if (document.layers) { l.Menu.MM_showMenu(null,null,null,childMenu.layers[0]); childMenu.zIndex =3D l.parentLayer.zIndex +1; childMenu.top =3D l.Menu.menuLayer.top + l.Menu.submenuYOffset; if( l.Menu.vertical ) { if( l.Menu.submenuRelativeToItem ) childMenu.top +=3D l.top + = l.parentLayer.top; childMenu.left =3D l.parentLayer.left + l.parentLayer.clip.width - = (2*l.Menu.menuBorder) + l.Menu.menuLayer.left + l.Menu.submenuXOffset; } else { childMenu.top +=3D l.top + l.parentLayer.top;=09 if( l.Menu.submenuRelativeToItem ) childMenu.left =3D = l.Menu.menuLayer.left + l.left + l.clip.width + (2*l.Menu.menuBorder) + = l.Menu.submenuXOffset; else childMenu.left =3D l.parentLayer.left + = l.parentLayer.clip.width - (2*l.Menu.menuBorder) + l.Menu.menuLayer.left = + l.Menu.submenuXOffset; } if( childMenu.left < l.Menu.container.clip.left ) = l.Menu.container.clip.left =3D childMenu.left; var w =3D = childMenu.clip.width+childMenu.left-l.Menu.container.clip.left; if (w > l.Menu.container.clip.width) l.Menu.container.clip.width =3D = w; var h =3D = childMenu.clip.height+childMenu.top-l.Menu.container.clip.top; if (h > l.Menu.container.clip.height) l.Menu.container.clip.height = =3D h; l.document.layers[1].zIndex =3D 0; childMenu.visibility =3D "inherit"; } else if (FIND("menuItem0")) { childMenu =3D FIND(l.childMenu); var menuLayer =3D FIND(l.Menu.menuLayer); var s =3D childMenu.style; s.zIndex =3D menuLayer.style.zIndex+1; if (document.all || window.mmIsOpera) { s.pixelTop =3D menuLayer.style.pixelTop + l.Menu.submenuYOffset; if( l.Menu.vertical ) { if( l.Menu.submenuRelativeToItem ) s.pixelTop +=3D = l.style.pixelTop; s.pixelLeft =3D l.style.pixelWidth + menuLayer.style.pixelLeft + = l.Menu.submenuXOffset; s.left =3D s.pixelLeft + 'px'; } else { s.pixelTop +=3D l.style.pixelTop; if( l.Menu.submenuRelativeToItem ) s.pixelLeft =3D = menuLayer.style.pixelLeft + l.style.pixelLeft + l.style.pixelWidth + = (2*l.Menu.menuBorder) + l.Menu.submenuXOffset; else s.pixelLeft =3D = (menuLayer.style.pixelWidth-4*l.Menu.menuBorder) + = menuLayer.style.pixelLeft + l.Menu.submenuXOffset; s.left =3D s.pixelLeft + 'px'; } } else { var top =3D parseInt(menuLayer.style.top) + l.Menu.submenuYOffset; var left =3D 0; if( l.Menu.vertical ) { if( l.Menu.submenuRelativeToItem ) top +=3D parseInt(l.style.top); left =3D (parseInt(menuLayer.style.width)-4*l.Menu.menuBorder) + = parseInt(menuLayer.style.left) + l.Menu.submenuXOffset; } else { top +=3D parseInt(l.style.top); if( l.Menu.submenuRelativeToItem ) left =3D = parseInt(menuLayer.style.left) + parseInt(l.style.left) + = parseInt(l.style.width) + (2*l.Menu.menuBorder) + l.Menu.submenuXOffset; else left =3D (parseInt(menuLayer.style.width)-4*l.Menu.menuBorder) = + parseInt(menuLayer.style.left) + l.Menu.submenuXOffset; } s.top =3D top + 'px'; s.left =3D left + 'px'; } childMenu.style.visibility =3D "inherit"; } else return; window.activeMenus[window.activeMenus.length] =3D childMenu; } } function hideActiveMenus() { if (!window.activeMenus) return; for (var i=3D0; i < window.activeMenus.length; i++) { if (!activeMenus[i]) continue; if (activeMenus[i].visibility && activeMenus[i].Menu && = !window.mmIsOpera) { activeMenus[i].visibility =3D "hidden"; activeMenus[i].Menu.container.visibility =3D "hidden"; activeMenus[i].Menu.container.clip.left =3D 0; } else if (activeMenus[i].style) { var s =3D activeMenus[i].style; s.visibility =3D "hidden"; s.left =3D '-200px'; s.top =3D '-200px'; } } if (window.ActiveMenuItem) hideMenu(false, false); window.activeMenus.length =3D 0; } function moveXbySlicePos (x, img) {=20 if (!document.layers) { var onWindows =3D navigator.platform ? navigator.platform =3D=3D = "Win32" : false; var macIE45 =3D document.all && !onWindows && getExplorerVersion() = =3D=3D 4.5; var par =3D img; var lastOffset =3D 0; while(par){ if( par.leftMargin && ! onWindows ) x +=3D parseInt(par.leftMargin); if( (par.offsetLeft !=3D lastOffset) && par.offsetLeft ) x +=3D = parseInt(par.offsetLeft); if( par.offsetLeft !=3D 0 ) lastOffset =3D par.offsetLeft; par =3D macIE45 ? par.parentElement : par.offsetParent; } } else if (img.x) x +=3D img.x; return x; } function moveYbySlicePos (y, img) { if(!document.layers) { var onWindows =3D navigator.platform ? navigator.platform =3D=3D = "Win32" : false; var macIE45 =3D document.all && !onWindows && getExplorerVersion() = =3D=3D 4.5; var par =3D img; var lastOffset =3D 0; while(par){ if( par.topMargin && !onWindows ) y +=3D parseInt(par.topMargin); if( (par.offsetTop !=3D lastOffset) && par.offsetTop ) y +=3D = parseInt(par.offsetTop); if( par.offsetTop !=3D 0 ) lastOffset =3D par.offsetTop; par =3D macIE45 ? par.parentElement : par.offsetParent; } =09 } else if (img.y >=3D 0) y +=3D img.y; return y; } ------=_NextPart_000_0000_01C80A87.079B2550 Content-Type: application/octet-stream Content-Transfer-Encoding: quoted-printable Content-Location: http://www.google-analytics.com/urchin.js //-- Google Analytics Urchin Module=0A= //-- Copyright 2007 Google, All Rights Reserved.=0A= =0A= //-- Urchin On Demand Settings ONLY=0A= var _uacct=3D""; // set up the Urchin Account=0A= var _userv=3D1; // service mode (0=3Dlocal,1=3Dremote,2=3Dboth)=0A= =0A= //-- UTM User Settings=0A= var _ufsc=3D1; // set client info flag (1=3Don|0=3Doff)=0A= var _udn=3D"auto"; 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