UW’s plan to reduce budget cuts staff and programs

In response to a 10% cut in state funding that resulted in an immediate reduced distribution from the state earlier this year, the University of Wyoming’s administration has identified a plan to address a $42.3 million budget reduction in the current biennium to present to the UW Board of Trustees.

The budget reduction plan touches both academic and nonacademic units of the university. At least 78 positions, most of them currently unfilled, would be eliminated, according to UW’s Director of Institutional Communications Chad Baldwin. 

During an appearance on Sheridan Media’s Public Pulse, Baldwin said it’s “all hands on deck” at the university. 

UW President Ed Seidel was directed by the Board of Trustees to propose a budget reduction plan for the board’s consideration at its Nov. 11-13 meeting, as a result of the cuts imposed by Wyoming Governor Mark Gordon in response to a dramatic downturn in state revenue.

On the nonacademic side, the university would eliminate another 28 budgeted positions. Housing, dining, catering and conferences would be reorganized for greater efficiency and productivity. The Department of Athletics would reduce salaries and cut team travel costs. The Office of the Provost would cut about 35 graduate teaching assistant positions and reduce spending on enrollment management and global engagement.

In concert with the budget reduction proposal, 20 low-enrollment academic programs have been identified for review for potential reorganization, consolidation, reduction or discontinuance — with the potential to save $2.5 million annually. 

Programs proposed for reorganization, consolidation, reduction or discontinuance include…

— In the College of Agriculture and Natural Resources, the Master of Science and Ph.D. programs in agronomy would be eliminated, and the community development concentration in agricultural economics would be refocused to more closely align with the strategic plan.

— In the College of Arts and Sciences, the bachelor’s and master’s degree programs and minor in American studies; the Master of Arts in psychology; the Bachelor of Science in journalism; the Master of Science in Teaching in chemistry; the Master of Arts in Teaching in history; and the Master of Fine Arts program in creative writing would be eliminated.

— In the College of Business, minors in accounting, decision science, finance, human resource management and marketing would be eliminated; and the Master of Business Administration energy concentration would be suspended. Additionally, the business administration online bachelor’s program would be replaced with a human resources management online program.

— In the College of Education, the bachelor’s program in secondary French, German and Spanish education would be eliminated.

— In the College of Engineering and Applied Science, consolidation of the Department of Electrical and Computer Engineering and the Department of Computer Science would be considered.

— In the College of Health Sciences, several curricula would be overhauled.

— In the College of Law, the military justice/Judge Advocate General’s (JAG) Corps track and the Summer Trial Institute would be eliminated.

The budget reduction plan was informed by the work of UW’s Budget Reduction Working Group, which includes administrators and representatives of faculty, staff and students. The BRWG conducted numerous listening sessions with faculty and staff members across the university this fall.

In addition to the plan for reductions for the current biennium, UW leaders are moving forward with a deeper analysis of the university’s academic programs to free up resources to advance the university’s “four pillars” priorities of becoming more digital, more entrepreneurial, more interdisciplinary and more inclusive. Proposed reorganizations, consolidations, reductions and discontinuances resulting from that analysis would be initiated next spring or summer.

This will be done in concert with a strategic planning process, including the appointment of a strategic planning leadership council.

“It will take time and deep faculty discussion and administrative discussions to effectively pivot the university through shared governance processes toward a new vision,” Seidel said. “The university is committed collectively to making decisions to prioritize specific programs for growth; others for elimination or consolidation; and creating new programs that may be needed to realize our common goals. This will be carried out in conjunction with known university processes for program revision and strategic planning.”

According to Baldwin, Seidel and other UW leaders are working with the state’s community colleges, other state and federal agencies, private entities and others to develop programs and partnerships to propel the state’s economy through technological innovation and workforce development. Some of these will require a reallocation of university resources, in addition to new external sources of funding.