Objectives Include Funding, Facilities, Risk-Management
Objective 1: Grow 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 |
Objective 2: Allocate 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 |
Objective 3: 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 |
|---|---|
| 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 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 |
Objective 4: 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 |
Objective 5: 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 |
Objective 6: Operate 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 University Safety Department Records Management System | Office of University Safety |
| Initiate a quarterly report and detailed analysis of criminal activity and identifiable trends | Office of University Safety |
| Identify and implement targeted education and prevention strategies based on results of the analysis | Office of University Safety |
Measure 3: Sustainability self assessment measures - AASHE Scorecard
2016 Target
Achieve silver rating by 2014
Track progress
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:
|
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 |
Objective 7: 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 |
Objective 8: 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 |