Missouri State University

Objectives Include Funding, Facilities, Risk-Management

1Grow and diversify revenue ensuring financial sufficiency and flexibility to support MSU’s mission

Measure 1:

External funding (non student aid)

2016 Target:

Increase from $18 million to $25 million

Track progress

Source: Aspirational based on history and need

Tactics:

Accountability:

Increase the number of grant funded proposals submitted to private, state and federal agencies to secure more external to support the University's mission

Vice President of Research and Economic Development in coordination with the decision-makers at the University

Measure 2:

Other sources of revenue

2016 Target:

Develop new sources of revenue from our traditional tuition structure

Source: Aspirational based on history and need

Tactics:

Accountability:

Dedicate resources to fundraising to generate additional gifts

Vice President for University Advancement in coordination with the decision-makers at the University

Maximize investment income per the Investment Policy

Chief Financial Officer in coordination with the decision-makers at the University

Create new revenue streams

Chief Financial Officer in coordination with the decision-makers at the University

2Allocate resources, including debt, strategically to achieve MSU’s mission and vision

Measure 1:

Expendable financial resources to direct debt

2016 Target:

Remain above the median annual baseline, Median FY2009: .89

Source: Moody's Annual US University Medians for Aa3 rating

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Measure 2:

Total financial resources to direct debt

2016 Target:

Remain above the median annual baseline, Median FY2009: 1.53

Source: Moody's Annual US University Medians for Aa3 rating

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Measure 3:

Annual debt service coverages

2016 Target:

Remain above the median annual baseline, Median FY2009: 2.49

Source: Moody's Annual US University Medians for Aa3 rating

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Manage fiscal assets prudently to ensure the University operates within its means

Measure 1:

Total financial resources per student

2016 Target:

Strive to increase total financial resources per student to move closer to the median baseline, Median FY2009: $14,913

Source: Moody's Annual US University Medians for Aa3 rating

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Measure 2:

Expendable financial resources to operations

2016 Target:

Remain above the median annual baseline, Median FY2009: .43

Source: Moody's Annual US University Medians for Aa3 rating

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Measure 3:

Annual operating margins

2016 Target:

Remain above the median annual baseline, Median FY2009: 0.9%

Source: Moody's Annual US University Medians for Aa3 rating

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Measure 4:

Monthly days cash on hand

2016 Target:

Strive to maintain above $40,000,000 of general operating fund cash and investments balance

Tactics:

Accountability:

Review reserve balances (carry-forwards) periodically and monitor spending closely

Chief Financial Officer in coordination with the decision-makers at the University

Invest University funds according to the Investment Policy

Chief Financial Officer in coordination with the decision-makers at the University

Review maturities of investments so that appropriate cash is on hand for operating purposes

Chief Financial Officer in coordination with the decision-makers at the University

Measure 5:

Total-Composite Financial Indicator Score

2016 Target:

Remain within the Public Institutions Composite Index the Zone “Above” as reported annually buy the Higher Learning Commission, current index 1.1 to 10

Tactics:

Accountability:

Monitor financial health of the University on a regular basis

Chief Financial Officer in coordination with the decision-makers at the University

Consider financial strength as new initiatives or projects are considered

Chief Financial Officer in coordination with the decision-makers at the University

Review ratios annually so adjustments can be made as needed

Chief Financial Officer in coordination with the decision-makers at the University

Invest in the preservation, modernization and replacement of capital assets to support mission critical needs

Measure 1:

Facilities condition index

2016 Target:

Decrease from 18.8% to 16.7%

Source: APPA Facilities Planning Index

Tactics:

Accountability:

Raise the maintenance and repair budget $500,000 cumulatively each year through 2016, depending on the availability of funds

Vice President for Administrative and Information Services in coordination with the Chief Financial Officer

Measure 2:

Maintenance and repair funding investment

2016 Target:

Increase from 1.3% to 2.0% of replacement value

Source: APPA Facilities Planning Index

Tactics:

Accountability:

Raise the maintenance and repair budget $500,000 cumulatively each year through 2016, depending on the availability of funds

Vice President for Administrative and Information Services in coordination with the Chief Financial Officer

Utilize and operate facilities efficiently

Measure 1:

Classroom utilization rate and seat utilization

2016 Target:

Increase classroom utilization from 51.5% to 71%

Increase classroom seats from 63.9% to 67%

Source: X25 Report

Tactics:

Accountability:

Appoint a subcommittee of the Facilities Task Force in first year to develop procedures and guidelines to facilitate advancement toward utilization goals

Office of the Provost in conjunction with University Support Services

Through the Facilities Task Force, determine and recommend annual targets for incremental increase toward 2016

Office of the Provost in conjunction with University Support Services

Through Facilities Task Force, work with each college to improve utilization

Office of the Provost in conjunction with University Support Services

Measure 2:

Class lab utilization rate and seat utilization

2016 Target:

Increase class lab utilization from 22.9% to 50%

Increase class lab seats from 44.25% to 75%

Source: X25 Report

Tactics:

Accountability:

Appoint a subcommittee of the Facilities Task Force in first year to develop procedures and guidelines to facilitate advancement toward utilization goals

Office of the Provost in conjunction with University Support Services

Through the Facilities Task Force, determine and recommend annual targets for incremental increase toward 2016

Office of the Provost in conjunction with University Support Services

Through Facilities Task Force, work with each college to improve utilization

Office of the Provost in conjunction with University Support Services

Measure 3:

Building maintenance cost per sf

2016 Target:

Increase from $1.98 to $2.96

Source: APPA Facilities Planning Index

Tactics:

Accountability:

Raise the maintenance and repair Budget $500,000 cumulatively each year through 2016, depending upon the availability of funds

Vice President for Administrative and Information Services

6Operate the University in a safe and environmentally conscious manner

Measure 1:

Worker's compensation claims

2016 Target:

Maintain at 125 or fewer annually

Source: University Best Practices

Tactics:

Accountability:

Offer courses to employees and supervisors through the Learning Management System in order to educate and inform about the risks at work

Office of Human Resources

Split into two parts: one for employees and one for supervisors

Office of Human Resources

Measure 2:

Clery Act reporting measures (selected)

2016 Target:

At or below 3 year average levels adjusted for proportional increases in enrollment

Source: Comparison of past MSU statistics relative to enrollment data

Tactics:

Accountability:

Begin tracking criminal activity in the new automated Safety and Transportation Department Records Management System

Office of Safety and Transportation

Initiate a quarterly report and detailed analysis of criminal activity and identifiable trends

Office of Safety and Transportation

Identify and implement targeted education and prevention strategies based on results of the analysis

Office of Safety and Transportation

Measure 3:

Sustainability self assessment measures - AASHE Scorecard

Track progress

2016 Target:

Achieve silver rating by 2014

Source: AASHE Scorecard

Tactics:

Accountability:

Sustainability Advisory Committee will oversee self assessment

Vice President for Administrative and Information Services in coordination with the Sustainability Advisory Committee

Measure 4:

Sustainability self assessment measures - energy savings (BTU/sf)

2016 Target:

Decrease from 82,545 to 78,418 annually

Source: APPA Facilities Planning Index

Tactics:

Accountability:

Install occupancy sensors in all public spaces of the academic campus

Office of Facilities Management

Educate the campus with website information that can be used to conserve energy

Office of Facilities Management

Install pressure independent valves in all major buildings to restore chilled water capacity to the loop

Office of Facilities Management

Measure 5:

Sustainability self assessment measures - Integrated pest management

2016 Target:

Remain at 220 acres

Source: University Best Practices

Tactics:

Accountability:

Sustain the current plan

Office of Facilities Management

Measure 6:

Sustainability self assessment measures - waste and recycling

2016 Target:

Decrease landfill disposal rate from 0.14 tons/person to 0.12 tons/person on campus
Increase recycling from 1,187 tons to 1,500 tons

Source: 2005 Solid Waste Audit by Waste Reduction Strategies (April 2005) and AASHE STARS self-assessment performed Fall 2010

Tactics:

Accountability:

Reduce per-person landfill disposal rates by increasing additional recycling opportunities:

  • Acquisition (through grants) and staging of additional recycle stations (indoor and outdoor) across campus
  • Reduce number of indoor trash receptacles
  • Educate and offer outreach to inform population of recycling opportunities
  • Increase number of cardboard collection locations on campus
  • Continue operation of student recycling team funded through the Sustainafund
  • Increase material recycling rates during building renovation projects (LEED)
Office of Environmental Management in coordination with the Sustainability Advisory Committee

Measure 7:

Sustainability self assessment measures - water consumption (CCF/resident)

2016 Target:

Decrease from 11.49 to 10.34 annually

Source: University Best Practices

Tactics:

Accountability:

Install low flow shower heads in all appropriate buildings

Residence Life, Office of Facilities Management in coordination with the Sustainability Advisory Committee

Reduce the frequency of irrigating

Residence Life, Office of Facilities Management in coordination with the Sustainability Advisory Committee

Introduce xeriscape landscaping

Residence Life, Office of Facilities Management in coordination with the Sustainability Advisory Committee

Create 60,000 gallon rain barrel from old fuel tanks

Residence Life, Office of Facilities Management in coordination with the Sustainability Advisory Committee

Demonstrate transparency and accountability to the University’s constituencies

Measure:

Annual dissemination of performance outcomes

2016 Target:

Update on website at least annually and report to Board of Governors annually

Source: University Best Practices

Tactics:

Accountability:

Maintain the Public Scorecard page on the University's website as updated information becomes available

Office of the President in coordination with the Office of the Provost

Promote the use of the website in order to review updated information

Office of the President in coordination with the Office of the Provost

Manage university-wide risk (i.e., reputational, strategic, market, financial and operational) effectively

Measure:

Internal audit findings implemented

2016 Target:

Increase from 84% to 90%

Source: University Governing Policy G1.15 Internal Audit Charter and Institute of Internal Auditors

Tactics:

Accountability:

Increase internal audit follow-up to quarterly basis

Office of Internal Audit

Formalize results within the annual Internal Audit Follow Up Report (end of fiscal year)

Office of Internal Audit