General #3: Updated short-term strategic plan (update from what you told SCSFSP last year)

We will file a completely revised strategic plan next fall, but our 4-year fiscal goals are:  FY 13-Improve staff/student program ratios and funding of student payroll in SLI;  FY 14- Begin budgeting for SEC operation;  FY 15- Finalize funding for SEC operation and begin budgeting for MU east wing operation;  FY 16- Finalize funding for MU east wing operation.

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General #4: Wage parity for professional faculty compared with other schools.

Varies greatly depending upon position.  On average Directors are about 80% of national comparators.  Asst. Directors are about 92% of national comparators.    Coordinators/Managers are about 88% of national comparators.

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General #5: How you are dealing with increased enrollment?

  • Growing SLI staff (if decision packages are approved) for FY 13.  Growing facilities in the next few fiscal years after that.
  • Added electrician to staff to reduce cost, preserve and maintain electrical services, provide new service cheaper and better.  Continue to add student staff to clean and perform preventative maintenance, basic skill level repairs rather than add skilled trades’ staff, including computer, software and hardware support.
  • Space has been reallocated by the MU Board to meet the needs of growing segments of the student body.  In the last two years we have created the IRC (International Resource Center) and the Veterans’’ Lounge
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General #6: What events/activities/programs you are putting on for students?

  • SEAC:  Orientation, training and retreats for student organizations and ISOSU/MUPC Leaders and student staffs, OSU After Dark program.
  • MUPC:  Parent/Family weekends, Large outdoor concerts; smaller lectures;  Student Talent show;  student film contest
  • ISOSU:  Coffee Hours; Affiliate organization social nights and cultural festivals; guest speakers/films, leader retreat, current topic conversations.
  • Team Liberation:  Social Justice trainings
  • Civic Engagement and Service:  local/regional/national service learning opportunities
  • Craft Center and MU Basement provide non-credit and PAC classes.
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    General #7: Which line items will increase, and which will decrease, with increased enrollment?

    Perhaps the easiest to identify will be all line items that are impacted by foot traffic/program participation:  supplies/utilities, Custodial (floor care, carpet maintenance, restaurant service, possibly a return to 3-shift cleaning if bldg. utilization continues to trend higher, associated utility costs around 30% if 3rd shift is needed) programming; staffing.  For programming, given that enrollment increases our usage and participation rates, it is hard to forecast any decrease in expenditures resulting from enrollment increase.

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    General #8: Ways in which you are looking at increasing efficiency-cutting items to keep fee low

    Most of our efficiency measures in building services have to do with HVAC systems and temperature management, installation of high efficiency equipment wherever possible, reduction of building occupancy to 2 shifts, looking carefully at how best to extend the life of furnishings/equipment through maintenance and repair.  Many MU furnishings are original to the MU.  Currently building new workstations out of surplus modular furniture, rather than buying new (15 built in 2011 alone).

    In terms of efficiencies with student programs, we are simply serving more people with the FTE we have by creating a higher ratio of students/programs to advisors.  We have met capacity in some areas (i.e. Intl. Programs, and the Cultural Meals Program) and are building new areas that meet the needs of the students and the OSU strategic plan (Civic Engagement), so we are looking to add staff in those areas while maintaining a 0% increase in fees.

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    General #9: Outside funding sources (not Student Fee dollars)

    Our revenue sources are program fees/charges; retail food service income, craft center fees, MU Basement charges, leased spaces, commissions, contracts, service/rental income, and direct sales.  The non-fee resources make up 52% of our total budget.

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