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Budget Planning | Process

The UM System president has directed chancellors, provosts, chief financial officers and leadership at the central office to develop and execute both short-term and long-term plans for budget reductions based on a set of guiding principles.

Addressing our budget challenges will require an overall budget cut between 8% to 12% throughout the University of Missouri System. It is important to emphasize that we cannot rely on reserve funds to solve structural problems created by permanent budget reductions. We also affirm that the financial challenges that we face will not be addressed with across-the-board cuts. Therefore, final budget cuts (which can range from 0% to 12%) for units will vary depending on the programs of excellence that need to be supported. As part of this process, we also will need to make new investments to grow the programs of excellence that are not sufficiently funded.

UM System leadership, including each campus' leadership, will develop plans to address the budget cuts. Cuts will not be across the board and may include:

  • Operating support
  • Separation of staff and faculty
  • Consolidation of units to reduce administrative costs
  • Closing of centers and institutes
  • Closing of degree programs with low enrollment
  • Centralization or shared services for administrative operations including IT, HR, Finance and Research

Leadership will develop budget plans in close collaboration with their respective deans and department heads and in consultation with faculty, staff and students. The president and chancellors will make final decisions after careful review. This process will be directed by the guiding principles and timeline.

As part of the cuts, all campuses need to:

  • Identify programs to be protected with supporting performance measures that indicate excellence in:
    • Research and creative work
      • Extramural grants
      • Journal articles
      • Academic books
      • National awards
      • Juried performances and exhibits
      • Doctoral degree conferrals and prominent placement of graduates
      • National rankings of programs
      • Other research and creative work contributions
    • Education
      • Enrollment of undergraduate and graduate students
      • Degree conferrals
      • Student credit hours
      • Teaching effectiveness
      • Retention rate
      • Graduation rate
      • Placement rate
      • National awards for students
      • Other educational contributions
    • Community, national and global engagement
    • Student, faculty and staff diversity
  • Identify programs that no longer meet the goals of excellence and those that we can no longer afford to support and provide justifications based on the performance measures provided above
  • Identify new programs or investments that can grow revenue as well as improve the performance measures provided above

As part of the cuts, the central office's general officers need to:

  • Identify programs to be protected, with supporting documentation, that indicate excellence or are critical to the success of the University.
  • Identify programs that we can no longer afford to support.
  • Identify new programs or investments that can grow revenue as well as improve the University's performance measures or provide savings that can be reinvested in the academic mission.


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Reviewed 2017-04-03.