Colleagues,
I am hopeful that by now, you have had a chance to read the April 17, 2020 update from President Mearns. I know the president’s announcement has likely raised questions, particularly concerning budget reductions and the impact on Information Technology, and I’d like to share some of the steps we’re taking, including some information about our budget planning process.
First, though, I would like once again to express my sincere thanks for your tremendous work. I continue to hear about our successes and the excellent support you are providing to the institution. Our transition to remote learning could not have occurred without your extraordinary efforts. I also know much of the great work you do happens behind the scenes and many times the smoothest and most successful work seems to go unnoticed. I can assure you it does not. I, along with the entire university community, very much appreciate your efforts and deeply value your service.
Ball State TRUST Committee
I have asked Todd Meister to serve on the Ball State TRUST Committee, a planning group headed by Sue Hodges Moore, which will develop strategies for the transition to more normal operations. Of course, we look forward to the time when we can once again host on-campus events and make use of our outstanding campus facilities. This group will be instrumental in examining and planning for contingencies and operational changes that will allow us to make these transitions safely and effectively. As we continue through the summer and fall term approaches, please share any ideas or suggestions about how Information Technology can support this transition with Todd so he can bring the most relevant insights to the committee.
Enrollment, Retention, and Preparing for our 2020 Incoming Class
In his email, the president also mentioned the important work happening in Enrollment Planning and Management to prepare for our Fall 2020 class, and with retention efforts happening in Student Affairs. This enrollment and retention work is vital to the success of our institution, and we, as a support division, must continue to do everything in our power to support these efforts. While the short and perhaps mid-term implications of the pandemic crisis drive the budget reductions we now contemplate, our success in enrollment and retention will shape our mid to longer-term outlook. Please know you are a vital partner in helping to achieve our strategic goals in these areas, and that your innovation, expertise, dedication, and collaboration in these efforts is critical.
Information Technology Budget Planning
Concerning the budget, I will be working with the IT leadership team over the next few weeks to develop an array of budget plans for our division. As the president indicated, these budget scenarios will undoubtedly present us with difficult decisions. We will be guided by the priorities set forth by the president, including student success, affordability, and excellence. We will also continue to focus on the goals and strategies of the university’s strategic plan, Destination 2040: Our Flight Path. While our primary objective and responsibility are to ensure the division can meet and support these strategic objectives, we will be working to minimize the impact to personnel within a framework that best supports our core services and institutional priorities. We will be closely examining every expenditure, line-by-line, and considering how each expense contributes to the fulfillment of our mission.
Opportunities for Innovation
Although this time of budget constraint presents significant challenges, we also have an unprecedented opportunity to innovate. For example, the president highlighted the initiative for lifetime learning articulated in Goal Two. Our division will play an essential role in building and developing the infrastructure, services, and support needed to create this potential source of new revenue. Support for Goal Two is one of many areas where our division can help lead efforts to innovate, expand, and revitalize education for a new economy and an evolving world.
Your Ideas and Suggestions
I would ask for your help with these efforts. If you have ideas, suggestions, or recommendations for cost savings in your units or areas you feel we should consider, please bring these to the attention of your supervisor. Cost reductions or efficiency savings will generally need to be realized in the next 12 months, however much more significant cost savings may be spread out over a somewhat more extended period. We will consider all ideas and suggestions, but of course, we must, in the end, deliver bottom-line budget reductions for our unit. Proposals which shift burdens to other groups, or that rely on changes outside the scope of our control are less helpful.
I realize the inevitable personal impact of these decisions. I and the rest of the leadership team are committed to keeping you informed as we move forward, and we will continue to do so. Please feel free to reach out to your supervisor or to me with any questions or concerns.
Thank you once again for your continued dedication and support as we meet these challenges.
Loren