cycles that remain constant regardless of a university’s particular budgeting methodology. This book will also, most importantly, explain much of the “why” of budgeting. It will certainly cover the “how” of budgeting, but not at the perfectly detailed level which is unique to each institution. This book begins with an overview of the university budget process, shifts to understanding and creating departmental budgets and moves to grant budgets. Then the book gives context to departmental budgets by situating them within university budgets and university financial statements. The book explains not only how to build departmental and grant budgets, but how to be successful with your budget requests and how to make an impact as you serve on a university budget or finance committee. Through the budget process a department chair brings resources to his or her department. A chair’s ability to gather and control these resources depends on the chair’s ability to maneuver within the budgeting system. While having popular majors, over-subscribed courses and brilliant faculty certainly contribute to departmental success, not all university systems are without perversity. Unless a chair knows his or her way through systems like budgeting, strong departmental attributes do not necessarily lead to financial reward. This book provides a roadmap through the budgeting system maze. A new department chair needs an insider’s guide and, after a career of managing budgets and designing budgeting systems, I will open up and display these systems in order that you may successfully find your way to departmental prosperity.

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