The current basis for determining budget allocations is determined by what resources it will take to become the Premier Learning Community.

Timetables for annual budget decisions and required reporting forms are determined on a yearly basis and distributed by the Senior Vice President for Finance & Administration to the Dean for distribution to departments/schools.

Academic Operating Budget

	I.		Each department shall establish a Committee for the Operating Budget (COB) by a means (elected, appointed) satisfactory to the department, and of a size and composition acceptable to them.
			Each departmental COB shall create a departmental operating plan using the current operations and staffing profile as a base. The plan shall consist of annual staffing and operating priority needs of the department for a three-year period. Because of the need to provide faculty personnel hiring authorizations each year well in advance of the proposed schedule for final budget approval, the approved departmental faculty personnel line for the second year of the academic plan will form the basis for maximum full-time departmental staffing in that year. All committees are expected to review second year faculty personnel requests and recommend staffing levels based upon this assumption. If significant declines in enrollment occur in specific departments, these maximum allocations may be reduced subsequently through action of the Provost and the Dean or Director of an autonomous school. The review and approval of the Provost will continue to be required for faculty replacement staffing.
			An explanation or rationale must accompany the listing of any request for additional resources.
	II.		Collegiate Committees for the Operating Budgets (CCOB) shall be established, one for each college and autonomous school. Each CCOB shall be elected from the chairs, directors, and program heads in the college or school. The size of these committees shall be determined at a meeting of the dean or director and chairs of each unit.
			The CCOB in conjunction with the Dean shall study unit plans, establish priorities for them in light of college-wide policies and needs, and formulate proposed collegiate plans. Collegiate recommendations shall be forwarded to the University Budget Committee (UBC) whose members are the vice presidents, chaired by the Provost, and to the Faculty Senate Budget Committee (FSBC).
	III.		After the CCOB plans have been submitted to the UBC and to the FSBC, the UBC and the FSBC shall jointly work out a University Operating Budget, and a University Academic Plan. The budget shall not include any capital projects other than large academic equipment needs, nor shall it include needs for plant operation and maintenance, auxiliary enterprises, residence and dining halls, or nonacademic administrative areas.
	IV.		FSBC and the UBC shall present the Plan and the Operating Budget to the President. Disagreements between the UBC and the FSBC are to be identified in detail and the Provost shall seek to reconcile these differences.
	V.		The Provost shall present the Plan and the Operating budget for consideration by the Trustees at the June meeting of the Board of Trustees.
	VI.		The Plan, as approved by the Board of Trustees, shall serve as an institutional plan for the academic community. A summary of the plan shall be printed each year in a September issue of the Monitor and shall serve as a guide for future planning. That budget shall constitute a spending plan; each budget administrator shall be expected to spend no more than the amount budgeted.

Nonacademic Operating Budgets

	I.		Each nonacademic area of the University, defined as units reporting to the Vice President for Student Affairs, Vice President for University Relations, Senior Vice President for Finance or the President shall annually prepare a one-year operating budget proposal, and where appropriate, a five-year capital plan. The method for preparing these nonacademic budget proposals shall be established within each line officer's area of responsibility by the responsible vice president. Each vice president shall take pains to represent the interests of the various area constituencies in this process, and the same process shall be used each year. The process shall be printed and issued annually.
	II.		The UBC shall review these proposals, alter them as it believes appropriate, and recommend these nonacademic operating and capital budgets for consideration by the FSBC.
	III.		The FSBC and the UBC shall present the nonacademic operating and capital budget proposals to the Provost.
	IV.		The Provost, after attempting to reconcile any differences between the UBC and the FSBC, shall submit the budgets together with his recommendations as a part of the overall University budget proposal to the Board of Trustees.

A.	Deans, Directors, Vice Presidents

	I.		Shall organize the capital planning process for their area.
	II.		Identify program needs and specific project proposals to meet them. Provide an explanation or rationale for each project with sufficient detail describing the facility and/or program deficiency to be corrected.
	III.		Include a cost estimate prepared by the University Architect
	IV.		Assign a priority ranking for each project within the planning area.

B.	The University Capital Budget Planning Committee

	I.		Will review all capital budget recommendations submitted by deans, directors, and others submitting proposals.
	II.		Prepare a University Capital Budget Plan and submit recommendations to the UBC and FSBC.

C.	The University Budget Committee and the FSBC

	I.		Will review all academic capital budget proposals.
	II.		Alter the proposals as the Committee believes necessary.
	III.		Shall recommend these capital budget proposals for consideration by the Provost.

D.	Academic Facilities Planning

	I.		Shall initiate authorized and funded projects.
	II.		Pursue institutional capital priorities with state agencies.
	III.		Monitor and report progress.
	IV.		Initiate budget revisions requests when necessary.
	V.		Prepare the University Capital Budget Plan for submission to the Board of Trustees.

E.	The University Architect

	I.		Shall provide planning cost estimates for capital budget proposals.
	II.		Assure project compliance with applicable local, state and federal building code regulations.
	III.		Schedule and supervise work in progress.
	IV.		Coordinate external technical assistance.

F.	Technical Support Services

	I.		Shall examine current conditions of existing facilities.
	II.		Prepare capital budget proposals for major repairs, building rehabilitation, utility systems, road and grounds.

G.	University Treasurer

I.

Shall provide revenue analyses for the University Architect, the UBC, and FSBC and the Provost.

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