Funding Task Force

Missouri State University seal

Anticipated trends

  • Like most public universities, the bulk of Missouri State’s revenue will continue to come from tuition and fees, with state appropriations remaining substantial, but only increasing at the rate of inflation.
  • Other sources of revenue will become increasingly important. They include grants and contracts, private support and a wide variety of operational efficiencies, reallocation and/or new sources. 
  • Given all factors in Missouri, including state law on tuition increases, the greatest potential for new revenue for Missouri State is through differential student fees.


  • Missouri State intends to continue its position as a “high-quality educational option offered at a competitive price,” thus allowing maximum access and helping minimize student loan debt.
  • The University will continue to aggressively seek funding through private giving, grants and contracts, and other sources, as well as reallocation.
  • Missouri State will maintain its long history of good stewardship of resources, which has led to strong bond ratings and adequate reserves.

Major issues

  • Because higher education funding is one of the few “discretionary” portions of the state of Missouri’s budget, there are a number of non-education budget lines that can negatively impact the higher education budget over which the University has very little control.
  • To sustain or increase funding, it will be necessary for Missouri State to instill confidence among decision-makers and the general public in the value of higher education: creating an educated citizenry, developing an advanced-level workforce and serving as a catalyst for economic development.
  • State appropriations have not kept pace with Missouri State’s development, especially with the enrollment growth and expansion of graduate programs, and any increases in state appropriations are likely to be modest.


In order for Missouri State University to meet its goals and remain a high-quality educational option offered at a competitive price, the University will seek maximum flexibility with existing funding sources, explore alternative funding options and continue regular reallocation as appropriate.

Questions for the next long-range plan

  • How should the University balance its multiple desires to provide a quality education, be accessible to students of all financial means and provide fair compensation for its employees?
  • Which academic programs warrant differential fees based on the University’s established criteria?
  • What steps can be taken to ensure the University has maximum flexibility with use of state appropriations and establishing its tuition?
  • What strategies can help Missouri State promote a culture of philanthropy among the campus community, especially students who will become alumni and potential donors?
  • To help maximize enrollment, is it possible to use data-driven methods to strategically recruit and retain high-potential and diverse students to programs where there is both demand and capacity?


Stephanie Bryant
Dean, College of Business

Eric Bosch
Distinguished Professor, Chemistry

Brent Dunn
Vice President, University Advancement

Gordon Elliott
Community Leader, Elliott Lodging

Steve Foucart
Chief Financial Officer

Derek Fraley

Terrel Gallaway
Professor, Economics

Stephanie Hein
Department Head, Hospitality and Restaurant Administration

Christina Kerley
Accounting Manager, West Plains Campus

Robert C. Moore
Assistant Director, Financial Aid

Erin Parrish
Director, Research Administration

Kent Ragan
Department Head, Finance and Risk Management

Rhonda Ridinger
Professor, Kinesiology

Debbie Shantz-Hart
Community Leader, Housing Plus, LLC

Elizabeth Sivill

Jim Wilson
Community Leader, Ingress Investments, LLC