Goal Four: Strengthen Fiscal and Organizational Resources

Advance long-term institutional sustainability by aligning resource allocation with strategic priorities, strengthening financial reserves, optimizing facilities planning, and sustaining a well-supported workforce.

 

• Outcome 1.1:
  • By June 2027, the institution’s budget planning process will implement a documented annual budget development timeline that integrates short-term operational needs and long-term financial commitments, as measured by the published budget calendar.
• Outcome 1.2:
  • By June 2027, the institution will complete an annual budget planning and review cycle that supports implementation of the strategic plan, as measured by annual budget reports and documented review meetings.

 

• Outcome 2.1:
  • By June 2027, and at the conclusion of each fiscal year thereafter, the campus will increase its education and general reserve by 1% annually, compared to the FY 2025 baseline.

 

• Outcome 3.1:
  • By June 2027, the institution will conduct a campus-wide review of facility use to identify opportunities for improved space efficiency, as measured by a completed facilities use report and facilities master plan.
• Outcome 3.2:
  • By June 2030, recommendations from the facilities master plan will be prioritized and incorporated into the capital improvement plan.
• Outcome 3.3:
  • By October 2031, the number of projects on the campus deferred maintenance list will decrease by 20%, from a baseline of 82 projects to 64, as measured by physical plant record. The baseline and goal numbers may be reevaluated when the campus updates its deferred maintenance inventory.
• Outcome 3.4:
  • By June 30, 2030, the institution will pursue strategic partnerships and external funding opportunities to support priority facility needs identified in the facilities master plan, including those related to student programs and athletics.

 

• Outcome 4.1:
  • By July 2027, employees with five or more years of service and compa-ratios below 80% will be prioritized for pay adjustments to bring them to at least 80% of their salary range midpoint, with emphasis on those in pay grades 45 and below.
• Outcome 4.2:
  • By July 2031, all employees will be at 80% of their midpoint pay range.
• Outcome 4.3:
  • By April 2027, launch an initial administration of ModernThink’s Great Colleges to Work For survey to assess employee satisfaction levels, identify key areas for improvement, and set a goal.

 

• Outcome 5.1:
  • By July 2027, implement energy conservation measures and negotiate with utility providers to ensure annual utility spending increases at a rate slower than inflation.
• Outcome 5.2:
  • By July 2026, identify an existing campus position to be assigned collections duties in addition to current responsibilities.
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• Outcome 6.1:
  • By August 2026, the institution will partner with University Advancement to develop and implement an annual plan that includes goals aligned with MSU-West Plains’ fundraising priorities and measurably strengthens engagement with the campus.