performance indicators and budgeting · performance indicators and budgeting board of control...

Board of Control Presentation January 24, 1997

Performance Indicators and Budgeting

Board of Control PresentationJanuary 24, 1997


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Number 5, Fall 1995


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“Ascertaining how well an institution is doing is a subtle and

complex task, and indicators and other measures of institutional

performance can be instructive tools in this process.”


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“monitoring institutional performance begins with strategic

decisions about the institution and where its leaders want to

take it. It uses institution-specific key performance indicators

to specify the milestones that mark institutional progress, and

it ties strategic goals to budget allocation decisions.”


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“Mission and strategic goals represent the desired

destination; indicators mark progress on the road. It is

essential not to confuse the two.”


Benchmarking

Benchmark Measures

Goal 6Goal 1

Sustain and Enhance the Quality of Under-graduate Programs

Objectives

Strategies

Attract and Retain, Support and Develop Excellent Faculty

Goal 2

Objectives

Strategies

Strengthen and Develop Graduate Programs

Goal 3

Objectives

Strategies

Enhance and Expand Research, Scholarship, and Creative Activity within the University

Goal 4

Objectives

Strategies

Provide a Rewarding & Challenging Work Environment in which Staff Meet or Exceed Expectations

Goal 5

Objectives

Strategies

Provide Comprehensive Information Technology Services

Objectives

Strategies

Develop the MTU Campus and continuously Maintain the Physical Plant

Goal 7

Objectives

Strategies

Provide a Stable Financial Environment and Enhance Resource Acquisition

Goal 8

Objectives

Strategies

Mission

Vision

Quantitative Context

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Michigan Technological University will benefit the State of Michigan and society as a whole through a balance of quality education, theoretical and applied research, and public service. The University will continue to build upon its unique tradition of education in engineering, science, and related disciplines, and to provide the state and its industries with highly qualified graduates. In addition, the University will strive to promote diversity, creativity, leadership, and teamwork, and to educate all of its students to meet the changing needs of a global, technological, diverse, and environmentally sensitive society. The University will seek to enrich and benefit society through its research activities and will assist the community, the state, and the nation in economic and cultural development.


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Ten expectations as presented by the President in 1991, reiterated by him in his 1992 State of the University address, and revised in 1993. Michigan Technological University should be:

financially strong (diversified sources of funding, efficiently utilized, in an accountable manner)

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a student-enriching organization�

a model of research and teaching excellence�

willing to be unique, innovative, flexible, and pioneering�

a leader in educating and developing professional engineers, scientists, business leaders, and communicators

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a leader in promoting diversity, creativity, leadership, and teamwork�

an integrated community of faculty, staff, and students dedicated to creating a rewarding and challenging educational environment

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to provide a strong research environment, thereby attracting high quality faculty and enhancing quality undergraduate and graduate education

�

visible and acclaimed nationally and internationally�

provide a reward structure that will attract and retain faculty and staff who support the above expectations

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Increase faculty size by forty to a total faculty of 365.�

Increase total enrollments to between 7100 and 7300 students.�

Increase graduate enrollments to between 800 and 1000.�

Federally funded research will exceed fifteen million dollars annually.�

Rank in the top ten among the leading three hundred engineering schools in the number of women enrolled in engineering.

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Increase the numbers of under-represented minorities at a steady rate, more than doubling between 1992-93 and 1997-98.

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0

50

100

150

200

250

300

350

400

19851986

19871988

19891990

19911992

19931994

19951996

19971998

Tenured/Tenure-Track Faculty Headcount

Source: Institutional Analysis

0M

5M

10M

15M

20M

25M

19841985

19861987

19881989

19901991

19921993

19941995

19961997

1998

Federal Total

Research Expenditures

Source: Research Accounting

0

100

200

300

400

500

600

19821983

19841985

19861987

19881989

19901991

19921993

19941995

19961997

1998

MS PhD

Graduate Student Enrollment

Source: Fall Quarter Enrollment Reports

0

1500

3000

4500

6000

7500

19831984

19851986

19871988

19891990

19911992

19931994

19951996

19971998

Undergraduate Enrollment

Source: Fall Quarter Enrollment Reports

Quantitative Data


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Goal 1: Sustain and Enhance the Quality of Undergraduate Programs

Continuous improvements of undergraduate education�

Assure the recruitment and retention of a high quality, divers student body

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Provide an environment that enhances the quality of student life�

Goal 2: Attract and Retain, Support and Develop Excellent Faculty

Attract quality faculty�

Retain and nurture faculty�

Goal 3: Strengthen and Develop Graduate ProgramsEnhance graduate student enrollments, and recruit high quality graduate students

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Strengthen the graduate program�


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Goal 4: Enhance and Expand Research, Scholarship, and Creative Activity within the University

Increase external funding in support of research activities�

Encourage interdisciplinary scholarship and research�

Goal 5: Provide a Rewarding and Challenging Work Environment in which Staff Meet or Exceed Expectations

Goal 6: Provide Comprehensive Information Technology Services

Goal 7: Develop the MTU Campus and Continuously Maintain the Physical Plant

Goal 8: Provide a Stable Financial Environment and Enhance Resource Acquisition


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“Performance indicators are essential attributes of benchmarking, which is a systematic method of measuring and comparing the specific work processes of one organization with those of another. Benchmarking provides an external point of reference that can help managers determine how well their institution performs certain key functions.”


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Research Universities ICarnegie Mellon�

Georgia Tech�

Research Universities IILehigh�

Rensselaer Polytechnic Institute�

Doctoral Universities IUM - Rolla�

Doctoral Universities IIClarkson�

Colorado School of Mines�

Master’s ICalifornia Polytechnic State Univ - San Luis Obispo�


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“Every institution uses a variety of quantitative means to

understand how it is performing. The most common tools are

financial statements, which provide a general picture of

institutional viability. . . . a balanced budget actually tells little

about the underlying condition of the components that constitute

the budget. For example, a budget can be balanced by deferring

maintenance or underpaying faculty--both conditions that can

lead to future financial or academic difficulty.”


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Goal 1: Sustain and Enhance the Quality of Undergraduate Programs

Instructional Expenditures (Per Student)�

Student Financial Aid Expenditures (Per Student)�

Student Services Expenditures (Per Student)�

Freshman Retention Rates�

Student Enrollments by Gender (Percentage)�

Student Enrollments by Ethnicity (Percentage)�

Student to Faculty Ratio�

Goal 2: Attract and Retain, Support and Develop Excellent Faculty

Average Faculty Salaries by Rank�

Ethnic Distribution for Tenured/Tenure-Track Faculty�

Gender Distribution for Tenured/Tenure-Track Faculty�


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Goal 3: Strengthen and Develop Graduate Programs

Graduate Student Enrollment (Percentage)�

Graduate Student Support (Source of Funds)�

Goal 4: Enhance and Expand Research, Scholarship, and Creative Activity within the University

Research Expenditures (Percentage)�

Total R&D Expenditures per Faculty Member�

Goal 5: Develop a Rewarding and Challenging Environment in which Staff Meet or Exceed Expectations

Academic Support Expenditures (Percentage)�

Institutional Support Expenditures (Percentage)�


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Goal 6: Provide Comprehensive Information Technology Services which Support Academic Programs

Library Expenditures (Percentage and Per Student)�

Goal 7: Develop the MTU Campus and Continuously Maintain the Physical Plant

Plant Operation and Maintenance Expenditures (Percentage)�

Goal 8: Provide a Stable Financial Environment and Enhance Resource Acquisition

Current Funds Balance (Percentage)�

Balance Owed Physical Plant (Percentage)�


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“Increasingly, institutions are finding this approach useful

for external-relations purposes, as well as for internal

planning and budget allocation.”


� ��+��

��(,�� $�- �� &�� $��$��

$0M

$10M

$20M

$30M

$40M

$50M

FY90 FY91 FY92 FY93 FY94 FY95 FY96

MTU Instructional Expenditures

Source: IPEDS Finance Surveys

Increase in Faculty Size�

Student Computing Labs�

AACSB (Business)�


� ��+��

��(,�� $�- �� &�� $��$��

$0K

$2K

$4K

$6K

$8K

$10K

$12K

$14K

$16K

$18K

Carnegie MellonRPI

LehighClarkson

Georgia TechColo Sch of Mines

Univ Missouri-RollaMTU

Cal Poly Tech

FY91 FY92 FY93 FY94

Instructional Expenditures (per FYES)

Source: IPEDS Finance and Fall Enrollment Surveys

Private Universities Public Universities


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��(,�� $�- �� &�� $��$��

$0

$100

$200

$300

$400

$500

$600

$700

$800

FY91 FY92 FY93 FY94 FY95

MTU Student Services per FYES


Director of Orientation/ First-Year Programs

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Coordinator of Residence Life�

Financial Aid Information Specialist

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Job Fairs�

Retention Task Force�

Leadership Training�


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��(,�� $�- �� &�� $��$��

$0

$200

$400

$600

$800

$1000

$1200

$1400

$1600

$1800

$2000

LehighClarkson

Carnegie MellonRPI

Univ Missouri-RollaCal Poly Tech

Colo Sch of MinesMTU

Georgia Tech

FY91 FY92 FY93 FY94

Student Services Expenditures (per FYES)

Source: IPEDS Finance and Fall Enrollment Surveys



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��(,�� $�- �� &�� $��$��

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

LehighCarnegie Mellon

RPIClarkson


MTUUniv Missouri-Rolla

1995 1996

Freshman Retention Rates

Source: US News & World Report



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��.,�� $�/�� 0��11�� $�� 1�-'�� 2��

$0K

$10K

$20K

$30K

$40K

$50K

$60K

$70K

$80K

$90K

$100K

Carnegie MellonRPI

LehighClarkson

Georgia TechUniv Missouri-Rolla


Cal Poly Tech

1993-94 1994-95 1995-96

Average Faculty Salaries - Professors

Source: AAUP Salary Survey



$0K

$10K

$20K

$30K

$40K

$50K

$60K

$70K

Carnegie MellonRPI

LehighClarkson

Georgia TechUniv Missouri-Rolla

Colo Sch of MinesCal Poly Tech

MTU

1993-94 1994-95 1995-96

Avera ge Faculty Salaries - Associate Professors


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$0K

$10K

$20K

$30K

$40K

$50K

$60K

Carnegie MellonRPI

ClarksonLehigh

Colo Sch of MinesGeorgia Tech


Cal Poly Tech

1993-94 1994-95 1995-96

Average Faculty Salaries - Assistant Professors


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��.,�� $�/�� 0��11�� $�� 1�-'�� 2��

0

40

80

120

160

200

240

280

320

360

1991 1992 1993 1994 1995 1996

Male Female

MTU Tenured/Tenure-Track Gender Distribution


15.5% 15.1%15.9% 17.4% 18.4% 20.8%


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��.,�� $�/�� 0��11�� $�� 1�-'�� 2��

0

100

200

300

400

500

600

700

800


RPIClarkson

MTUCal Poly Tech


Univ Missouri-Rolla

Male Female

Tenured/Tenure-Track Gender Distribution - 1995

Source: IPEDS Fall Staff Survey


19.6%

15.9%

12.9%

9.2%

18.4%

16.0% 15.0%

13.8%

8.2%


� ��+��.,�� $�/�� 0��11�� $�� 1�

-'�� 2��

0

50

100

150

200

250

300

350

1991 1992 1993 1994 1995 1996

Non-Minority Minority

MTU Tenured/Tenure-Track Ethnic Distribution


14.1% 14.9%16.3% 16.5% 16.5% 16.0%


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��.,�� $�/�� 0��11�� $�� 1�-'�� 2��

0

100

200

300

400

500

600

700

800

ClarksonCarnegie Mellon

LehighRPI

Georgia TechCal Poly Tech


Colo Sch of Mines

Non-Minority Minority

Tenured/Tenure-Track Faculty Ethnic Distribution - 1995

Source: IPEDS Fall Staff Survey


13.0%

11.9%

11.7% 9.3%

17.9%

16.6%

16.5%13.1%

6.3%


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��3,�� $�� 1��$��

0

50

100

150

200

250

300

350

400

450

1982 1984 1986 1988 1990 1992 1994 1996

MS PHD

MTU Graduate Enrollments

Source: Fall Enrollment Reports

PhD in Computational Science and Engineering

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PhD in Geological Engineering

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MS in Industrial Archaeology�

Additional 36 GTA’s�


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��3,�� $�� 1��$��

0

500

1000

1500

2000

2500

3000

3500

Carnegie MellonRPI

Georgia TechLehigh

Colo Sch of MinesUniv Missouri-Rolla

ClarksonMTU

Cal Poly Tech

1990 1991 1992 1993 1994

Graduate Student Enrollment

Source: IPEDS Fall Enrollment Surveys


33%

30%

26%

23%

21% 14%

13%

11%

6%


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��4,�- �� $�-'1� $�/��0��10�� $�#�� 5��

$0M

$5M

$10M

$15M

$20M

$25M


MTU Research Expenditures


Increase Faculty Size�

Grant Cost Share Pool�

Faculty Development Grants�

GA Program�


� ��+��4,�- �� $�-'1� $�/��0��10�

� $�#�� 5��

0%

10%

20%

30%

40%

50%

60%

Carnegie MellonRPI

LehighClarkson



1990 1991 1992 1993 1994

Research Expenditures (Percenta ge of Total)




� ��+��

��4,�- �� $�-'1� $�/��0��10�� $�#�� 5��

$0K

$10K

$20K

$30K

$40K

$50K

$60K

$70K

$80K

FY92 FY93 FY94 FY95

MTU R&D Expenditures per Faculty Member

Source: NSF and IPEDS


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��4,�- �� $�-'1� $�/��0��10�� $�#�� 5��

$0K

$50K

$100K

$150K

$200K

$250K

$300K

$350K

Carnegie MellonRPI

LehighClarkson



R&D Expenditures per Faculty Member - 1994

Source: NSF and IPEDS



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��6,�� 1��/5��$� �� $�#�� - �� 5��-'�$�

-'1��

Progress toward Salary Parity�

6.5% - 93/94�

3% - 94/95�

4% - 95/96 & 96/97�

Sick Leave Pool�

Wellness Program�

Staff Handbook�

University Senate Constituency Expansion�


� ��+��7,�� $�#��1��

�� 5��11��$��

$0.00M

$0.40M

$0.80M

$1.20M

$1.60M

$2.00M

$2.40M

$2.80M


MTU Library Expenditures


Library Automation Project�

Electronic Database Access�

Banner�

Faculty/Staff Computing Support

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Dorm Net Project�

Banner Web Site�


� ��+��7,�� $�#��1��

�� 5��11��$��

$0

$100

$200

$300

$400

$500

$600

$700

$800

$900


RPIClarkson



Cal Poly

FY91 FY92 FY93 FY94

Library Expenditures per FYES

Source: IPEDS Finance & Fall Enrollment Surveys



� ��+��

��8,�� 1��#��1�� $�#� � ��

$0M

$1M

$2M

$3M

$4M

$5M

$6M

$7M


MTU Plant Operation Expenditures


Preventive Maintenance Program

�

Capital Projects�

Forestry Addition�

PAC�

ESE�

Meese Center�


� ��+��

��8,�� 1��#��1�� $�#� � ��

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

ClarksonLehigh

RPICarnegie Mellon

Cal Poly TechColo Sch of Mines


Georgia Tech


Plant Operation & Maintenance Expenditures (Percenta ge)




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��*,�� $��2� � ��- �� $�- �� /��9��

-5%

0%

5%

10%

15%

20%

25%

30%

ClarksonCarnegie Mellon

RPILehigh

Cal Poly TechMTU


Univ Missouri-Rolla


Current Funds Balance as % of Total Expenditures




� ��+��

��*,�� $��2� � ��- �� $�- �� /��9��

0%

10%

20%

30%

40%

50%

60%

70%

80%

ClarksonRPI


Georgia TechCal Poly Tech


Colo Sch of Mines


Indebtedness as % of Plant Fund Assets




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“Boards can contribute to improved institutional quality through

the decisions they make with their chief executives about what

to monitor. A narrow focus by the board on institutional rankings

or operational benchmarks will almost ensure that the focus of

administrators will be similarly narrow and short-sighted.

Conversely, if the board insists on working with institutional

leaders to set long-term, strategic goals and then keeps its

attention focused on the indicators and other measures that

reflect progress toward goal achievement, trustees will have

placed these devices in their proper perspective--as tools and

not as ends in themselves.”


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The vision as described by the University Direction and Planning Committee in concert with the Executive Vice President and the President:

Michigan Technological University will be a nationally and internationally recognized leader in meeting challenges of the future through excellence in undergraduate and graduate education and research in sciences and engineering.

�

At the undergraduate level, we will have comprehensive, diverse, and relevant curricula that educate technically competent, intellectually vital graduates who are creative, effective leaders and communicators who are aware of the changing social, economic, and cultural values of the world.

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At the graduate level and in research we will focus especially on growth in interdisciplinary approaches in areas of established strength and future need. Consistent with the increasing complexity of science and technology, we will substantially increase the proportion of graduate students.

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At each educational level and within each segment of the University community, we will increase the proportion of individuals from under-represented racial and gender groups.

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��3,�� $�� 1��$��

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

RPICarnegie Mellon

ClarksonLehigh

Univ Missouri-RollaGeorgia Tech


Federal Institutional Outside Self

Graduate Student Source of Support - 1994

Source: NSF-NIH Survey



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��3,�� $�� 1��$��

0%

10%

20%

30%

40%

50%

60%

70%

Federal Institutional Outside Self

1984 1990 1991 1992 1993 1994

MTU Graduate Student Source of Support

Source: NSF-NIH Survey


� ��+��6,�� 1��/5��$� �� $�#�� - ��

� �5��-'�$�-'1��

0M

2M

4M

6M

8M

10M

12M

Academic Support Institutional Support


MTU Academic and InstitutionalSupport Expenditures


Progress toward Salary Parity�

6.5% - 93/94�

3% - 94/95�

4% - 95/96 & 96/97�

Sick Leave Pool�

Wellness Program�

Staff Handbook�

University Senate Constituency Expansion

�


� ��+��6,�� 1��/5��$� �� $�#�� - ��

� �5��-'�$�-'1��

0%

2%

4%

6%

8%

10%

12%

ClarksonLehigh

RPICarnegie Mellon

Cal Poly TechMTU

Univ Missouri-RollaColo Sch of Mines

Georgia Tech

1990 1991 1992 1993 1994

Academic Support Expenditures (Percenta ge)




� ��+��6,�� 1��/5��$� �� $�#�� - ��

� �5��-'�$�-'1��

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

RPIClarkson


Cal Poly TechGeorgia Tech

Colo Sch of MinesUniv Missouri-Rolla

MTU

1990 1991 1992 1993 1994

Institutional Support Expenditures (Percenta ge)



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