FOUR YEAR PLAN
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BUDGET DIVISION
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JULY 1, 2002 through JUNE 30, 2006
Prepared 8/07/01
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Mission: The mission of the Budget Division is to provide assistance and technical expertise to the Governor, the Legislature, and state agencies on the allocation of state resources to best accomplish the goals and objectives of government programs.
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Philosophy: The Budget Division is committed to carrying out its mission in an ethical, professional, and timely manner. The Division is committed to quality, continuous process improvement, and the use of its appropriation in an accountable manner.
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Situation Analysis: The authority and responsibility assigned to the Division is described in W.S. 9-2-1002, 9-2-1004 to 9-2-1008, 9-2-1010 to 9-2-1013, as well as 9-4-201 to 9-4-217.
The Budget Division has had as many as fifteen employees. The application of technology and accompanying improvements in productivity has resulted in a reduction of that number to nine employees. These nine employees are responsible for 90 agencies and a total biennial budget of nearly $4 Billion.
As the division applies new technologies to the budget development process, it will be challenged with the ongoing maintenance, operation and training that is always required when new technologies are implemented. In order to use this new technology state employees working in and with the Budget Division may need to change old work processes and acquire new skills.
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I. PURPOSE
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The Budget Division provides assistance and technical expertise to the Governor, the Legislature, and state agencies on the allocation of state resources to best accomplish the goals and objectives of government programs.
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II. PUBLIC BENEFIT
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A unified state budget allows the resource needs of state agency programs to be compared and prioritized. This provides for an informed allocation of state resources to agencies and programs.
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III. ALTERNATIVES
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The state budget function could be located at a different level within the structure of state government. Prior to July 1, 1971 the State Budget Office was a separate agency. According to information compiled by the National Association of State Budget Officers thirty of the state budget offices operate as a sub-unit within a department; nine operate as a freestanding agency; and eleven are part of the governor's office.
The Budget Division is relatively small, having only nine employees. One of the advantages of housing the budget function in a larger agency is economy of scale. The agency housing the budget office can provide routine administrative services for such things as personnel, payroll and information technology at a lower cost than the division can provide for itself. Privatization: The budget function is something that is not easily turned over to a private for profit firm. Government entities whether federal, state or local, maintain their own budget function.
Program value: The nine employees of the Budget Division are responsible for providing services to ninety agencies with a total state biennial budget of nearly $4 billion. The State Wide Cost Allocation Plan (SWCAP) developed annually by the division provides for the recovery of overhead costs from non-general fund sources. Over the four years covered by this plan it is estimated that SWCAP deposits to the general fund will total more than $16 million. The Budget Division also administers the Federal Cash Management Improvement Act for the State.
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IV. CONSEQUENCES OF DISCONTINUING
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The major consequence of discontinuing the Budget Division would be the loss of a unified state budget where program needs of all state agencies are evaluated and prioritized.
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V. REGULATORY BURDENS
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State statutes govern division activities and establish responsibilities for the control of appropriation spending by agencies. The division develops and distributes instruction manuals to state agencies. These manuals provide agencies a guide for preparing budget requests.
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GOAL
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Provide information and recommendations to the Governor, Legislature and state agencies that will allow for the allocation of resources and management of programs.
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OBJECTIVE 1
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Work with the Governor, the Legislature, and state agencies to constantly improve the process that allocates the resources of the state to various programs and activities of state government.
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Outcome 1
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The budget process provides the information required for informed resource allocation decisions.
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Strategy 1.1: Build relationships with customers to better understand their requirements.
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Strategy 1.2: Use computers and automated systems to reduce manual processes.
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OBJECTIVE 2
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Analyze and process documents and information in an accurate and timely manner.
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Outcome 2
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Documents and information processed by the division is accurate and timely.
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Strategy 2.1: Develop quality assurance systems to increase the accuracy of information prepared or processed by the division.
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Strategy 2.2: Track processing time and procedures to identify opportunities for improvement.
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OUTPUTS
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Total dollars realized in General Fund revenue from the Statewide Cost Allocation Plan (SWCAP).
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Number of agencies making timely SWCAP deposits to the General Fund.
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Number of surveys delivered to customers.
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Number of surveys returned.
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Number of surveys with favorable responses.
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Number of Requests to Revise Approved Budgets/Authorized Employees (Form B-11) processed.
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Average B-11 processing time.
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Number of New/Adjusted Federal Funds Requests (NAFFR) processed
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Average NAFFR processing time.
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Biennial and Supplemental Budgets are submitted to the Legislature on or before December 1.
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