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دنياي مقالات ورزشي
Resource Management Principles: Approaches to Planning and Budgeting THIS FRAMEWORK OF RESOURCE MANAGEMENT PRINCIPLES is shaped by the conviction that the entire university, as well as each unit, will benefit from an articulation of “first considerations,” a set of institutional priorities that will clarify and shape our ongoing decision-making processes. During periods of budget reduction, it is especially important to place the decision-making process into the context of several academic and support perspectives, to inform those who will be responsible and accountable for decisions that will shape the direction of the university. The principles described within each perspective are interrelated and complex. No single set of principles can stand alone. However, taken as a set, these principles outline key parameters of what we must know and understand to make the best decisions. Through these sets of fundamental and ongoing institutional principles and perspectives, administrators, faculty, staff, and students will be better informed and prepared to lead and manage Michigan State University in ways that will keep it relevant to the needs of the 21st century as well as highly regarded among its peers. They will be particularly significant to those whose advice we solicit and value, and will serve as “sense-making” tools for those making complex decisions which may require considerable collaboration and compromise. Coupled with the university’s ongoing processes of institutional- and unit-planning, program review, performance evaluations, policy development, and academic governance, this framework or resource management principles is organized to include: ·“First Considerations” for General Fund Budget Management ·“First Considerations” for Overall Resource Management ·The MSU Approach to Resource Management: Planning and Budgeting ·Institutional Context: The Value- and Principle-Based Context for All Decisions Throughout the Institution
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 @
درباره وبلاگ فیلسوف باید از ایمان به زبان فراتر رود زیرا مفاهیم در چارچوب زبان اسیر می شوند و نمی توان آنها را کاملا با زبان بیان کرد.(فریدریش ویلهلم نیچه ) آخرین مطالب آرشيو وبلاگ نويسندگان پيوندها
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