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A Glance Back

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

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A Glance Back

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  1. 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)

  2. CPE Public Agenda (Written in Support of HB1) Aspire to Greatness: MSU Strategic Plan 2010-2014 Strategic Planning “Plan our Work and Work our Plan” y 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 Academic and Administrative Unit Plans Six-Year Capital Plan Campus Master Plan Enrollment Management Plan Technology Plan Diversity Plan Marketing Plan MSU Operating Budget

  3. 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

  4. State Budget Forecast 2014-15 $246 million

  5. Source and Uses of Funds (2013-14)($144 million)

  6. $12,865 / FTE $12,116 / FTE • State Appropriation revenue as a percentage of E&G budget continues to decline • $7.2 million reduction since 2007-08 through 2013-14 Total of State Appropriations and Tuition Revenue per student FTE (net of institutionally funded scholarships and adjusted 2% annually for inflation)

  7. 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%

  8. 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

  9. Full-Time Employee Count, Student Count and Credit Hour Production 2003 - 2012

  10. 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)

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