A. Budget Contact person: Henry Bauer, Associate Dean (bauer@uwyo.edu)
A primary responsibility for each head is oversight of the department budget.
The college's budget cycle for allocation of state funds begins in January for the following July 1 to June 30 fiscal year. The reason for the early start is to provide heads with an estimate of the budget before the fall class schedule is due. The Wyoming budget always is tentative and especially so in years when the Legislature is working on the biennium budget. Other factors causing uncertainty are university planning, centralized position management, and occasional statewide budget cuts.
In December and January, heads prepare their tentative course schedules for the fall and spring of the following fiscal year to estimate their part-time funding needs, if any. Given the current state of the college budgets, care should be taken to create a lean and effective budget. (See the section on Course_Management.) The heads then estimate staff needs, considering such questions as whether secretarial help is needed for 12 months or only 9 months. Finally, heads should try to anticipate needs by having a plan for computer replacement over several years and special events that may require additional funding. Of course, any yearly expenses should be worked into the base budget of the department.
There is no budget commitment until confirmed by the Dean's Office in writing.
In addition to preparing a proposed budget, heads also are responsible for monitoring the expenditure of allocated funds. To enable heads to do this, the department secretary or accountant should provide heads with regular updates concerning expenditures, and funds remaining. Estimates should be made of recurring expenditures such as telephone bills and supplies to estimate funds available for spending during the rest of the fiscal year. State funds must be expended during the fiscal year for which they are allocated.
Shortly after the January budget meetings, heads receive tentative budgets for the next fiscal year. Although the Dean's Office intends these budgets to be the actual budgets, final budgets must await the results of Centralized Position Management. Changes will need to be made if the college receives unexpected cuts or budget increases. Heads will be notified in writing of any changes.
Heads are to manage the budgets carefully to last the entire fiscal year. Most unexpected expenses should be met within the department. Of course, if unexpected expenses, which are large relative to the department's support budget, arise, the college will entertain requests for extra funds. However, the college tries to allocate as much money as possible to departments initially, so only some requests for additional funds can be filled.
A department may have alternative fund resources beyond the state budget discussed above, including discretionary development funds, development funds earmarked for scholarships and other purposes, summer school income, released time accounts from grant and contract income, overhead return from grants and contracts, and revolving accounts from selling course handouts or other items. These funds are valuable because they do not disappear if not used by the end of the fiscal year, as do state funds. These funds should be considered when making budget plans and requests. For example, if a department has release time funds, it should use them to replace teaching. Also, if there are discretionary development funds, these funds should be part of the budget planning. For example, these funds might support faculty travel or equipment purchases. It is especially important to have a five-year plan for replacement and maintenance for equipment purchases.