FY 14: UNIVERSITY BUDGET WORKGROUPS

From President Engstrom, "As a University community, we have work to do to, and we must consider fundamental changes in how we operate and how we prioritize our resources beyond Fiscal Year 14. To get us started immediately, I have asked for five new groups to meet through the summer months, and we welcome your participation. I realize many people are off contract in the summer, but we must not delay. For those of you with an interest, but who are unable to participate this summer, the work of these groups will undoubtedly extend into the next academic year."

Group 1: Strategic Enrollment.  The group will address recruitment and retention, recommending strategies for both.

Group 2: Revenue Enhancement. This group will examine opportunities to increase revenue through sources other than the general fund.

Group 3: Resource Allocation. This group will explore alternative models for resource allocation used in higher education to ensure we are making the best use of our resource base.

Group 4: Cost Savings.  This group will look at our expenses to see if we can accomplish our objectives in more efficient, less expensive ways.

Group 5: Academic Programming. This group will examine the question around our portfolio of academic programs.

PLANNING-ASSESSEMENT CONTINUUM PRINCIPLES

An effective planning, budgeting, implementation, and assessment structure is key to the cost-effective achievement of the University's mission, and reflects our belief that to be effective planning, budgeting, implementation, and assessment must be linked and comprehensive.

Ensuring the adequacy and stewardship of resources is an ongoing and critical component of our mission. To that end, we have implemented a Planning-Assessment Continuum, whereby a broad-based and participative planning activity informs – and is integrated with – a transparent process of developing and recommending budgets that are approved and implemented by a collaborative executive team, whose execution and outcomes are objectively assessed and reported. These measurement tools in turn guide the refinement of the next cycle of planning. The process is highly visible, transparent, and continuous. 

While the input and responsibility to develop and implement individual unit plans is widely distributed, the Planning-Assessment Continuum ensures that the disparate activities are coordinated, and that managers are charged with the responsibility to ensure consistency in methodology and adherence to the University’s mission and planning principles.

These activities are indicated by ongoing and diligent efforts at effective communication (including public access to decision-making and resource allocation processes).  These measures ensure that priority setting and budget decisions are guided by a broad-based understanding and appreciation of the University and its mission, within the context of public higher education in Montana.