a glance back we have made significant progress in spite of significant financial challenges...
TRANSCRIPT
A Glance Back
We have made significant progress in spite of significant financial challenges created from: Declining state appropriations Pressure to minimize/cap tuition increases Increasing unfunded mandates Increasing federal and state operating regulations Increasing fixed costs
Healthcare and retirement benefits Utilities and Technology
We made improvements or held stable 40 of 54 Key Performance Indicators that were identified to measure progress in the 2010-2014 ASPIRE Strategic Plan Fall 2013 Enrollment 11,358 with 1,675 FTFR Average FTFR ACT 22.2 (record high)
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CPE Public Agenda (Written in Support of HB1)
Aspire to Greatness: MSU Strategic Plan 2010-2014
MSU Operating Budget
M O R E H E A D S T A T E U N I V E R S I T Y
Progress in Partnerships
y
Strategic Planning “Plan our Work and Work our Plan”
Primary Areas for Immediate Improvement(Based on Early Planning Results)
Operating Central Advising Model Improved Processes and Efficiencies through
Technology Employee Compensation Plan
Market Salaries (3 year phase in) Performance Component (under development by
committee)
Capital IT Infrastructure Electrical Infrastructure Residence Halls (600 beds on campus / 50 beds at DAC) Parking Structures Expanded and Updated Food Service Facilities
Auxiliary Enterprises($18.6 million)
Money comes from:•Housing•Food Service•University Store•Eagle Trace Golf•Concessions & Vending•Document Services
Pays for:•Self-supporting auxiliary units pay all their expenses and receive no taxpayer or tuition support•Contributes to E&G budget
E&G Non-RecurringFund Balance ($7.7 million)
Money comes from:•Savings and reserves from prior years
Pays for:•Capital Projects•Non-recurring Strategic Investments
Source and Uses of Funds (2013-14)($144 million)
7
• State Appropriation revenue as a percentage of E&G budget continues to decline• $7.2 million reduction since 2007-08 through 2013-14
$12,865 / FTE
$12,116 / FTE
Total of State Appropriations and Tuition Revenue per student FTE (net of institutionally funded scholarships and adjusted 2% annually for inflation)
Two Options to Improve our Budget
Increase Revenue State Appropriations – not without major state
tax reform Significant Additional Enrollment Growth –
unrealistic expectation Retention improvements – within our control
Decrease Expenses Personnel – 57% Operating – 20% Scholarships – 13% Other – 10%
How Can We Continue to Improve under even more challenging financial pressure?
Focus on things we CAN control Enrollment and Retention Use of Private Funds Operating Efficiencies and
Productivity Full equitable employment for all
personnel
Full-Time Employee Count, Student Count and Credit Hour Production 2003 - 2012
Fall 2003 Fall 201210 Year Change
Faculty 361 370 9 Administrative Staff 51 59 8 Prof/Clerical/Technical Staff 522 555 33 Skilled/Service/Maintenance 171 172 1 Total Faculty and Staff 1,105 1,156 51
Student Headcount* 9,388 8,848 (540)Credit Hours Generated* 112,835 102,059 (10,776)
*Excludes Early College Students and Hours Taught in the High Schools**Includes only full-time faculty and staff
Action Items Achieve a stable retention rate of FTFR at 80% within
two years
Be “Student Centric” in all we do
Stabilize enrollment between 11,000 – 12,000
Implement a student-focused centralized scheduling system
Implement technology to develop more efficient and effective institutional processes
Identify where shared support services can reduce operating overhead
Develop a strategic direction: Online instruction Regional Campus Centers Max impact for our region (SOAR)