Budget Process Design Task Force – Division of Academic Affairs

Charge

Provost Dennis Papini has established a task force to design a Budget Process for the Division of Academic Affairs at the University of Illinois Springfield.  The task force is charged with:

  1. Developing and vetting a proposed budget process model for the Division of Academic Affairs, and provide a recommended model with implementation steps and timeline to Provost Papini no later than July 1, 2019.
  2. Developing a budget model within the Division of Academic Affairs that aligns university resources with the strategic plan, incentivizes success as defined by the strategic plan, encourages active management of resources, and provides funds to invest in essential academic initiatives.
  3. Ensuring that the budgeting process provides for:
  • engagement and effective communication with and between units within the Division of Academic Affairs;
  • opportunities for gathering information and feedback from the university community;
  • greater transparency of budget process and decision-making using appropriate communication methods (website, briefings, electronic communications, etc.);
  • performance of fundamental budget functions including planning for the services the university will provide, setting goals established in the UIS Strategic Compass, managing allocation of resources responsibly, and controlling expenditures to ensure revenues are sufficient to cover outlays.

In FY 21, the Associate Provost for Budget & Administrative Planning will test and refine the new model.

In FY22, the Division of Academic Affairs will fully implement the new model.

Membership

The task force includes fifteen members who represent various university and Division of Academic Affairs stakeholder groups, including deans and the Campus Planning & Budget Committee.  Two of these individuals are ex-officio members of the CPBC and will serve as ex-officio task force members (Papini and Joseph).  Robert Smith (Dean CPAA) and Richard Funderburg (Faculty Member and Chair of CBPC) co-chair the task force. Task force members and their campus affiliations are listed here.

Deans (2)

  • Somnath Bhattacharya, College of Business and Management
  • Robert Smith, College of Public Affairs and Administration, Co-Chair

Campus Planning & Budget Committee (9)

  • Eric Hadley-Ives (EHS
  • Yanhui Guo (LAS)
  • Mohammed Uddin (CBM)
  • Ken Kriz (PAA), Co-Chair
  • Tung Nguyen (LAS)
  • Stephen McMinn (LIB)
  • Aaron Stewart (CS)
  • Donna Haynes (AP)
  • Rosie Dawoud (SGA)

Additional Members

  • Kathy Novak
  • David Racine

Ex-Officio (Non-Voting) Members

  • Jerry Joseph, Associate Provost for Budget & Administrative Planning
  • Dennis Papini, VCAA & Provost

Vision, Goals, and Principles

The success of the task force will be determined by whether the recommended budget process appropriately engages constituents within the Division of Academic Affairs in budget planning and clearly communicates and drives the allocation of resources efficiently and transparently and in a manner that supports the university’s mission and strategic priorities.

Vision

The university operates under an efficient and transparent budgeting system that promotes effective budgetary planning and an entrepreneurial spirit among units. (NOTE: In the context of budgeting, an entrepreneurial spirit seeks to grow the overall size of the pie rather than trying to enlarge your slice of the pie at the expense of the size of others’ slice of the pie.)

Goals

  • Enhance management effectiveness and resource generation by placing financial authority, accountability, and risk and rewards at the appropriate level.
  • Improve the quality of budget forecasting and financial planning at the division level.
  • Support the university’s strategic compass and initiatives.

Principles

  • The model achieves its goals as efficiently as possible.
  • The Division determines a common set of rules for all units.
  • Strong governance and planning mechanisms ensure that financial management informs decisions, but is not an end in itself.
  • The implementation of the budget process model adds to organizational satisfaction and value.
  • The budget process shapes outcomes that align with the core values of the institution.