Strategic Resource Management Oversight
Training manual section 2
The president, with input from the SDSC, will have the ultimate authority to determine the University鈥檚 strategic and budget priorities and make any necessary adjustments to the SRM model. Each vice president maintains the overall stewardship and budget responsibilities for his or her area.
2.1 Central administration roles and responsibilities
The SDSC provides strategic direction, funding and incentives.
2.2 Responsibility unit roles and responsibilities
Each RU will be responsible for developing strategic and financial plans that fit within the overall academic and University strategic plans. All RUs will be held accountable for the effective and efficient management of their resources, including the overall fiscal performance of their unit, inclusive of all funds assigned to the unit.
RUs will have flexibility to implement incentives for improving fiscal performance, provided plans have been shared and approved by the provost to ensure consistency with the overall academic strategic plan. RUs will be required to report periodically on the status of their unit. Units operating with financial difficulty are required to develop and discuss mitigation plans with the responsible vice president.
2.3 Service unit roles and responsibilities
SUs will also be held accountable for the effective and efficient management of their budgeted resources. SUs will be encouraged to think in entrepreneurial ways to continue to provide quality service while being good stewards of resources.
2.4 Business manager roles and responsibilities
Business managers support the RUs and SUs in fulfilling their roles and responsibilities. Their responsibilities include:
- Assisting with budget modeling.
- Tracking monthly expenses.
- Projecting actual performance for the unit at key points in the year and comparing the projections to the budget.
- Identifying areas where actual financial results are projected to vary from the budgeted financial results for the RU and investigate the source of the variance.
- Leading the process of identifying alternative courses of action to minimize unfavorable variances.
2.5 SRM advisory work group
As a result of a recommendation made by the revenue allocation work group, an advisory work group was established. The advisory work group addressed any implementation issues that arose and made corresponding recommendations. Membership was comprised of the SRM champions, the core team, college RU deans (or designees) and a representative from the offices of Business and Finance, University Advancement, and Research and Innovation.
- College of Arts and Sciences: Carla Koretsky, dean
- College of Aviation: Dave Powell, dean
- Haworth College of Business: Steve Newell, associate dean
- College of Education and Human Development: Ming Li, dean
- College of Engineering and Applied Sciences: Steve Butt, dean
- College of Fine Arts: Dan Guyette, dean
- College of Health and Human Services: Ron Cisler, dean
- Academic Affairs: Jennifer Bott, provost and vice president
- Office of Business and Finance: Jan Van Der Kley, vice president
- Office of Research and Innovation: Terri Goss Kinzy, vice president
- Office of University Advancement: Lynda Hunt, business manager
- Student Affairs: Diane Anderson, vice president