First Considerations” for General Fund Budget Management

The overall goals of resource management decisions must be advancing the reputation and international

regard for specific academic programs as well as overall institutional quality. The following principles

guide the development of the annual General Fund budget. While each principle may not be a relevant

consideration each year, overall adherence to them is critical to long-term institutional health.

 

 

MANAGING GENERAL FUND BUDGET

REDUCTIONS CAUSED BY DECREASED

STATE SUPPORT will be guided by:

·Protection of critical mass of tenure-

system positions.

·Consideration of a full range of ideas and

approaches.

oHow we do our work, program adjustments,

examining efficiency and effectiveness.

oWays to enhance revenue from a variety of

traditional and non-traditional sources.

oFocus on synergies rather than trade-offs.

·Aggressive use of central resources to

sustain the greatest flexibility at the unit-level.

oWhenever possible, share mid-year

reductions between units and central

administration

oUtilization of both budget cuts and revenue

enhancements

·Initiation of base reductions early.

oAccommodate cash for subsequent year

transition needs.

oShare bridging and transition support

between units and central administration.

·Rapid consideration of alternatives,

appropriate consultation, and

implementation.

·Multi-year and contingency planning

across the University and at all levels.

oDeveloped by each Major Administrative Unit.

oReviewed periodically in discussions

between each Dean and the Provost.

oIdentify cash management options as well

as base reductions.

·Containment of total costs to individual

students, the state, and the University.

oRetain and enhance high-quality programs

and core land-grant and AAU values.

oConsider new pricing models including

increases in tuition/fees and fees-for-

 

services within the context of ongoing cost

containment and commitments to access.

·Continued adherence to employment

policies and contracts with academic,

graduate assistant and support staff.

·Given the cost, an all-University program

of early retirement buyouts is unlikely.

·Exercise caution in filling vacant positions.

oReconfigure existing positions and re-assign

position responsibilities.

·Avoid across-the-board reductions.

oMake strategic reductions with emphasis on

downsizing or eliminating programs or

functions that are low priority, of marginal

quality, and/or low productivity.

·Place emphasis on unit strategic

investments to leverage:

oCollaboration and partnerships.

oMajor Capital Campaign initiatives.

oDistinctive academic programs.

oNew revenue sources or revenue

enhancements from existing sources.

PROGRAM ALLOCATIONS AND

REALLOCATIONS will be guided by:

·Allocation of new resources or reallocation

of existing budgets to fund program needs.

oMaintain Quality Funds with appropriation

amounts above inflation and savings

realized from major re-engineering efforts.

NOTE: Quality Fund allocations have been made for

faculty market and competitive salary support, MSU’s

share of funding for the Biological and Physical

Sciences Building, Virtual University, Capital Campaign

initiatives, and academic program support.

oEncourage revenue-producing initiatives.

Allocate related revenue in addition to

inflation target, predominantly on a non-

recurring basis.

NOTE: Sources include tuition and fee revenue derived

from targeted enrollments. Tuition and fee revenue

above baseline enrollment estimated (Fall 1993 @

نظرات شما عزیزان: