Budget planning program2/21/2023 ![]() The PBS process is intended to facilitate the academic, research, service, and support activities of the University by both ensuring full access to relevant information and providing a rational, clear, and consistent framework for planning and budgeting decisions. For those units where employees are represented by unions, the Planning and Budgeting System must also take into account the processes of collective bargaining and the provisions of collective bargaining agreements. Proposals for new academic programs will continue to be subject to academic review by the University Council on Graduate Study and the Provost's Advisory Committee on Undergraduate Programs. The faculty of each school or campus will continue to have primary responsibility in the areas of curriculum design, degree requirements, program content, methods of instruction, academic advising, and the conduct of research and public service. The procedures outlined here are not intended to replace or eliminate the informal discussions among faculty, staff, students, and administrators about needs and possible program changes, out of which formal plans often emerge. PBS further integrates the planning, budgeting, and evaluation processes, and provides new collegial structures for appropriate participation by administrators, faculty, staff, and students at each level of the system. PBS replaces the Planning and Resource Management System (PRMS) initiated in 1976 and subsequently modified to meet changing needs of the University. This document describes the members of the University community who participate in the process, the collegial structures through which they do so, the processes of planning and budgeting, and the mechanisms for program evaluation. It combines within a single, coherent process all long-range planning and budgeting creation of operational plans and budgets based on performance, personnel, capital, and financial budgets budget modifications and augmentations facilities management and development and evaluation of all University programs and responsibility centers. ![]() The Planning and Budgeting System (PBS) is an integrated, comprehensive system. ![]() The complexity of the University, the interdependence of its programs, and the constraints on its resources require well-defined policies and procedures for establishing missions, goals, and objectives for setting priorities, planning programs, and allocating resources and for evaluating the quality and effectiveness of academic and support activities. The University of Pittsburgh recognizes the need for a planning and budgeting system that is both systematic and flexible. As the chief administrative officer of the University, the Chancellor has responsibility and authority for the University's planning and budgeting activities, subject to appropriate action by the Board of Trustees. Planning and budgeting in the University setting are responsibilities shared by administrators, faculty, staff, students, and trustees. Revised May, 1996, March 2003, and May 2016 Chapter 1 - STRUCTURE OF THE PLANNING AND BUDGETING SYSTEMġ.3.2 University Planning and Budgeting Committee (UPBC)ġ.3.3 University Senate and Regional Campus Senatesġ.3.4 Chairs, Heads of Responsibility Centers, and Senior Vice Chancellorsġ.4 Reporting Chapter 2 - LONG-RANGE PLANNING AND BUDGETINGĢ.3 Support Services for Long-Range Planning and Budgeting ActivitiesĢ.4 Components of Long-Range Plans and BudgetsĢ.6 Other Long-Range Planning and Budgeting Initiatives Chapter 3 - OPERATIONAL PLANNING AND BUDGETINGģ.2 Components of Operational Plans and Budgetsģ.4 Operational Planning and Budgeting Calendarsģ.4.2 University Operational Planning and Budgeting Cycleģ.5 Budget Augmentations and Modifications Chapter 4 - INTEGRATION AND EVALUATIONĤ.2 Annual Assessment of Program PerformanceĤ.5 Evaluation of the Planning and Budgeting System APPENDIX AĪuthority for Approving Academic Planning Proposals OVERVIEW ![]()
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