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Preparing for the Resource Management Model Implementation: 

Preparing for the Resource Management Model Implementation World Languages and Cultures Department Elizabeth Hoffman, Provost September 13, 2007

Recent Trends in Public University Public and Private Budgets: 

Recent Trends in Public University Public and Private Budgets Declining reliance on state funding Tuition increasing faster than CPI Record private fundraising Increasing reliance on federal funding Student aid Research funding Earmarks More corporate funding

State Appropriations to Higher Education: 

State Appropriations to Higher Education

Resident Tuition and Required Fees: 

Resident Tuition and Required Fees

Comparison of Trends in Tuition and Appropriations: 

Comparison of Trends in Tuition and Appropriations

Higher Education R&D Revenues: 

Higher Education R&D Revenues

Higher Education Revenues by Source: 

Higher Education Revenues by Source

Benefits of Public Funding: 

Benefits of Public Funding Faculty and staff more likely to look inward to institution than outward toward external competition General predictability of funding Low tuition, easier access for students More faculty time for teaching and reflection

Risks of Public Funding: 

Risks of Public Funding Political intrusion into faculty composition or research content Don’t anger agricultural commodity groups Culture wars – past and present Who will be faculty? What will they teach? What is acceptable research? Funding linked to political views about taxation

Risks of Public Funding that the Model Can Address: 

Risks of Public Funding that the Model Can Address Possibility of low expectations Salaries Research funding and publications Funding in general Lack of competition For students For research dollars For faculty and staff

Risks of Market-Driven Funding and the Model: 

Risks of Market-Driven Funding and the Model Possible overemphasis on competition at the expense of institutional cooperation Possible emphasis on money over quality University priorities may be driven by money or the demands of outsiders rather than by academic excellence Uncertainty of funding streams Possible erosion of institutional culture

Benefits of Market-Driven Funding and the Model: 

Benefits of Market-Driven Funding and the Model Enhanced control over each unit’s destiny Better service to students results in more tuition revenue More successful grant proposals result in more indirect cost revenues More successful fundraising results in more funds for faculty, staff, students, and programs Units don’t “beg” for funds, they can plan strategies to enhance funding Delaying spending allows multi-year planning

Benefits of Market-Driven Funding and the Model: 

Benefits of Market-Driven Funding and the Model Possible change in institutional culture from a constrained view of what is possible to planning for revenues, expenses, and quality enhancement over the long run Costs and benefits of hiring more faculty and staff of a particular type internalized to units Costs and benefits of adding or deleting programs or service lines internalized to units Moves in direction of all-funds budgeting

The Importance of Transparency Under the Resource Management Model: 

The Importance of Transparency Under the Resource Management Model Distribution of Tuition Revenues Distribution of Indirect Cost Revenues Payments for Essential Services Creation of Institutional Excellence Fund Distribution of State Funds

The Importance of Core Values Under the Resource Management Model: 

The Importance of Core Values Under the Resource Management Model Recognizing the importance of our people: faculty, staff, and students Minimizing internal competition for faculty, staff, and students Maintaining the integrity of the curriculum Maintaining interdisciplinary programs and emphasis Maintaining ethical behavior

Steering the Ship Under the Resource Management Model: 

Steering the Ship Under the Resource Management Model Make Essential Services a Part of the Cost of Doing Business Library Student Recruitment and Student Services Space Human Resources Operations Maintenance

Steering the Ship Under the Resource Management Model: 

Steering the Ship Under the Resource Management Model Adjusting State Funding Account for new funds generated from tuition rate increases Allocate new salary funds Respond to extreme cost increases Respond to state budget cuts Respond to performance Strategic investments

Steering the Ship Under the Resource Management Model: 

Steering the Ship Under the Resource Management Model Institutional Excellence Fund Recruiting and retaining a high quality, diverse faculty, staff, and student body Making sure there is sufficient startup money to recruit the best faculty in disciplines requiring significant startup Partner accommodation to assist in recruiting a high quality diverse faculty and specialized staff

Steering the Ship Under the Resource Management Model: 

Steering the Ship Under the Resource Management Model Institutional Excellence Fund Nurture Interdisciplinary Education and Research Cost matches for center and institute grants Interdisciplinary undergraduate and graduate programs University-wide competitions for seed funding

Maintaining Ethical Behavior Under the Resource Management Model: 

Maintaining Ethical Behavior Under the Resource Management Model Rules for Proprietary Research Academic Freedom Protection of Graduate Students and Junior Faculty Faculty, Staff, and Student Conduct Policies Protection of Need-Based Financial Aid Build in Rewards for Cooperative Behavior Curriculum Oversight to Prevent Poaching

World Languages and Cultures Department and the Resource Management Model: 

World Languages and Cultures Department and the Resource Management Model Maintain or increase SCH Languages and Cultures for Professions Develop or expand on-line programs or summer programs Identify potential donors and raise private funds Participate in interdisciplinary centers and institutes and hiring for university-wide initiatives.

World Languages and Cultures Department and the Resource Management Model: 

World Languages and Cultures Department and the Resource Management Model Make sure department recruits and rewards faculty who participate in high quality interdisciplinary education and research Take advantage of university initiatives in star faculty recruitment, diversity and partner accommodation as a way to increase faculty Encourage and reward faculty who apply for research grants that generate full indirect cost

Distribution of Indirect Cost Under the Resource Management Model: 

Distribution of Indirect Cost Under the Resource Management Model 20% to General Facilities Fund 15% to PI Incentive Fund 10% to Unit Administering Grant—Funds Distributed to Resource Responsibility Center 10% to VPR Office to Support Interdisciplinary Research 45% to Resource Responsibility Centers in proportion to PI Incentive Distribution (can be modified)

Resource Responsibility Centers : 

Resource Responsibility Centers Colleges: Agriculture and Life Sciences, Business, Design, Engineering, Human Sciences, Liberal Arts & Sciences, Veterinary Medicine Office of Research and Economic Development Office of Extension and Outreach Experiment Station Revenue-generating service units and auxiliaries within the Office of President and Provost, Business and Finance, Student Affairs

The World Languages and Cultures Department and the Resource Management Model: 

The World Languages and Cultures Department and the Resource Management Model Further Thoughts and Discussion