Message from President Limbert:
Since last September, much of our national attention has been focused on economics. In Mississippi the newspapers are full of articles about economic recession and subsequent mid-year state budget reductions. Economic downturn, coupled with IHL’s decision to reapportion state appropriations to the IHL universities, indicate to me that it is more important that ever that the campus and community be aware of the challenges facing the state and Higher Education. This website is intended to provide MUW's constituents with accurate information concerning funding issues and campus responses to the budget challenges, and as a handy resource for related topics.

Of course, universities are more than a bottom-line...and the work we do is both meaningful and fulfilling. Those of you who have been in higher education through the 1980's and 1990's know that funding for higher education waxes and wanes. Thus, we need to always keep our eye on the long-term effects of our fiscal decisions and bring historical perspective to our understanding of the current situation.

There is no doubt that the current economic issues in the U.S. and Mississippi are serious. Yet, history has taught us that in times of crisis human-beings often do their most creative work. When everything is “going swimmingly” there is little reason to tackle difficult issues or imagine the unimaginable. Thus, while the budget crisis will force the institution to make very difficult decisions, it is also an opportunity for us to re-imagine our institution and seek creative solutions that ultimately strengthen and improve our beloved institution.

Allow me to take this opportunity to say thank you to you for your dedication, hard work and commitment to our great university. I feel very fortunate to be a part of this campus where the faculty and staff regularly demonstrate their commitment to our public mission and genuinely believe in the work we do here to provide educational opportunities to our students, community, and region. Let us never forget that educating Mississippi's citizens is central to the future well-being of our state.

Claudia A. Limbert, President

State Budget Information and Retrenchment
While planning the budget last spring, campus administrators were painfully aware of the challenges that the IHL “Rebalancing” of state appropriations would bring to our campus. What we did not fully anticipate was the national economic crisis and the subsequent impact that crisis would have on our state budget this year. We began the current fiscal year, with state appropriations totaling $15,887,614 By December 1st, the Governor issued an order to recall 2% of the originally appropriated dollars budget for institutions of higher learning. For MUW this translates to a $317,749 reduction in state appropriations. Meanwhile, state tax revenues continue to disappoint and there are predictions that we will be asked to make further cuts to our current budget. To respond to the immediate budget crisis, MUW developed a plan addresses the required 2% reductions and also withholds another 3% of appropriations. Thus, our current plan will allow us to address a total mid-year cut of 5%. Each unit across the campus has been involved in creating budget planning scenarios, and has had a voice in determining where the cuts will be made. In addition delaying the hiring of new personnel, the current plan also includes a 5% reduction of travel and commodity budgets. The chart below outlines the total cuts associated with this strategy.

Budget Strategy to Address Mandated 5% Cut in Current Budget

As you can see, MUW is addressing the budget reductions in a responsible way so that academic quality is not eroded. However, we must be cognizant of the fact that in addition to the actual mid-year cuts, a sluggish state economy may continue beyond this academic year, and thus, we may see additional cuts and/or retrenchment continue into the next fiscal year.

Additionally, even if IHL decides to delay rebalancing the appropriations next year, we will probably be facing a year with shrinking resources. Even a flat budget provides no funding for mandatory cost increases associated with health benefits, energy costs, or unfunded physical plant maintenance. Thus, I anticipate that the institution will be engaged in reduction strategies as we prepare for the 2010 budget. Thinking strategically about how we best address recurring years of budget reduction will be shared work. In January 2009 a Resource Planning Taskforce will join our existing efforts and ongoing processes to evaluate and plan strategically for the future.

While no one wishes for an environment of shrinking resources, we may find that some opportunities surface as we review the way we do business. The threat of additional mid-year reductions and the expected reductions in our future budget should encourage us all to take measures to be as efficient as possible.

Resource Planning Task Force
Context: As you know, last year, the Mississippi Board of Trustees of the Institutions of Higher Learning approved a plan to re-allocate state appropriated funds among the eight public institutions. Over a six year period the re-allocation plan will greatly reduce our state appropriations. Additionally, the state of Mississippi, like most of the United States is in the midst of a recession and the Governor has announced the need for state entities to reduce their current budgets and prepare for budget reductions in the next fiscal year. The university must devise strategies to assure that we are able to address our mission in an environment of reduced financial support.

The new Chief of Staff for President-Elect Obama, Rahm Emanuel, recently said, “a crisis is a terrible thing to waste.” As we prepare for the impact of the national financial crisis and the IHL Board of Trustees’ plan on our institutional budget, we should recognize that these financial challenges will change us. While change is difficult, I believe that Mr. Emanuel’s comment is correct. This crisis may be a catalyst for our institution to be more creative than ever, find new ways to work together, and present us with an opportunity for reflection that may, in the end, make us a stronger institution.

Charge: The Resource Allocation Task Force is a newly formed recommending body reporting to the President whose task it will to focus on the impact of the budget crisis and develop short-term and long-term strategies to address reduced appropriations and the IHL re-allocation plan. The strategies recommended by this Task Force should be based upon agreed upon values and designed to minimize the negative results of budget reductions, while enhancing the capacity to address our institutional mission and vision. Emphasis will be placed upon recommending strategies to:

1. Enhance revenues,
2. Reduce costs,
3. Identify inefficiencies, and
4. Maximize growth

Committee to be named.

Understanding the IHL Rebalancing Plan
In 2007-2008 the IHL Board held a series of meetings to prepare institutions for implication of a new process to determine how state appropriations to Higher Education would be distributed to the eight (8) IHL Institutions. The process includes the application of a formula that looks at institutional performance, enrollment, types of degrees offered and other key measures. The “rebalancing” of appropriations based on the identified measures can translate in to a reduction in appropriations for some institutions, while other institutions may experience an increase in funding. . The initial rebalancing cost MUW $136,283. For MUW, if the “rebalancing plan” remains in effect, and MUW stays at the same position relative to the other IHLs as we were last year, our 2010 appropriations could be reduced by over $400,000.00.

Last summer, two members of the President’s Cabinet, Ms. Nora Miller and Dr. Sandra Jordan, prepared and presented a PowerPoint Presentation to our campus explaining the formula, the potential impact of rebalancing on MUW, and our initial institutional response. That PowerPoint can be accessed here.

Information on Tuition

MUW's Budget Process
Mississippi University for Women’s budgeting timeline is tied to the state budget process. The multi-stepped process is explained graphically at the following link (MUW Budget Process).

Budget Recovery Plan
A budget recovery plan helps a university think strategically and allows for pro-active rather than reactive approaches to solutions. This should help protect the campus from some of the disruption and trauma of on-going state budget cuts. With the assistance of recommendations of the Resource Planning Taskforce, a recovery plan that enables us to preserve quality, address our mission, and plan for how we rebuild after the economy will be posted.

Faculty and Staff Salaries
Regrettably, the current state budget plan does not include provisions for salary increases for faculty and staff. Because increased salaries are needed, well-deserved, and critical to our long-term ability to recruit and retain qualified and productive employees, the President is committed to working closely with the IHL Board to seek additional state appropriations in future budget cycles, so we can address salary inequities and offer competitive salaries. A salary committee will begin work this spring on a benchmark study of faculty and staff salaries.

Enrollment
Student enrollment growth is a major factor in the formula used by IHL to distribute appropriations to the public institutions of higher learning. Additionally, tuition revenue is a significant piece of the over-all revenue utilized by institutions to fund excellence. Thus, recruiting, retention, and enrollment management is an important component of our fiscal strategy. The following link will take you to MUW’s enrollment management information. (Enrollment Plan)


Fundraising and Friend Building
It is broadly known that state resources alone are not sufficient to take our institution to the next level. Private dollars are essential to a university’s ability to advance and excel. Thus, we must continue to enhance our appropriations with other revenue streams. In addition to increasing enrollment and capitalizing on auxiliaries, we must continue to build our endowment and boost our efforts in fundraising and friend-building.

Over the past few years, MUW has experienced a positive trend in philanthropic support by alumni and friends of the University. Recent gifts include support for the creation of scholarships, the development of faculty, and the implementation of new marketing efforts to ultimately enhance enrollment at the University. Investing in MUW provides all Mississippi with a brighter future.


Given our rich history, compelling mission, recognized achievements, involved alumni base, and loyal community partnerships, we are well positioned to be successful in our efforts. For the fifth year in a row, Mississippi University for Women has been ranked a top Southern public master’s university by U.S.News & World Report. MUW has also been recognized by other national publications for its quality and affordability.

Recent Grant Activity
Grants and contracts help the university fulfill the many obligations that exist in research, civic engagement, teaching, service, and research. Additionally, successfully funded grant proposals increase institutional opportunities. Listed here are recent grant proposals developed at MUW.

Recent Milestones
More good news from MUW. Click here to read.