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Iowa State University | University of Washington | University of California Davis | University of California Irvine | Fort Lewis College
Iowa State University
2007-2008, 2011
RPM worked with ISU twice in the design and implementation of their Resource Management Model (RMM), which is designed to provide incentives for revenue generation and cost control. The RMM budget model allocates revenues to the units that generate them and allocates central administrative and support service costs to the units that benefit from those services.
In 2007-08 we helped the institution prepare to implement this budget model by assessing campus readiness for the change and working with budget office staff to develop spreadsheet models to test its effects. RPM returned to campus in 2011 to conduct a three-year status review of the implemented model. Our review provided feedback and analysis to an internal campus review committee that utilized our work to formulate a series of modifications to the model.
In 2007-08 we helped the institution prepare to implement this budget model by assessing campus readiness for the change and working with budget office staff to develop spreadsheet models to test its effects. RPM returned to campus in 2011 to conduct a three-year status review of the implemented model. Our review provided feedback and analysis to an internal campus review committee that utilized our work to formulate a series of modifications to the model.
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University of Washington
2008-2013
RPM worked extensively with UW in developing its Activity-Based Budget model, which was fully implemented in July 2012.
UW’s model is designed to be simple to implement and administer, and balances decentralized responsibility and control over resources with an ongoing central role in providing services and making strategic funding decisions. Our partnership with the Vice Provost started at the earliest stages of discussion and goal setting for a new budget model in 2008, and we were heavily involved in the detailed design and implementation of the model, working with internal teams dedicated to policy decisions and design details. In January of 2013, we returned to campus to conduct a quick assessment of attitudes about the new model now that it is in place.
UW’s model is designed to be simple to implement and administer, and balances decentralized responsibility and control over resources with an ongoing central role in providing services and making strategic funding decisions. Our partnership with the Vice Provost started at the earliest stages of discussion and goal setting for a new budget model in 2008, and we were heavily involved in the detailed design and implementation of the model, working with internal teams dedicated to policy decisions and design details. In January of 2013, we returned to campus to conduct a quick assessment of attitudes about the new model now that it is in place.
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University of California Davis
2011-2012
RPM worked with UC Davis in 2011-12 in designing and implementing a new budget model built on Responsibility Center Budgeting principles that aligns incentives and key institutional strategies. A key goal was to support the activities that are most likely to generate resources in the future to support institutional goals to sustain and build its academic programs.
One distinctive characteristic of the UC Davis process is that they adopted the model in phases, allowing them to settle some important questions very quickly. This streamlined the process and allowed the university to move from initial conversations to adoption of what they consider the most important parts of the model in only sixteen months. Our role was to assess campus views on goals for the new budget, advise budget office staff on conceptual and detailed design, provide insight on alternatives and experience at other institutions, review and critique models, and assist with campus communications.
One distinctive characteristic of the UC Davis process is that they adopted the model in phases, allowing them to settle some important questions very quickly. This streamlined the process and allowed the university to move from initial conversations to adoption of what they consider the most important parts of the model in only sixteen months. Our role was to assess campus views on goals for the new budget, advise budget office staff on conceptual and detailed design, provide insight on alternatives and experience at other institutions, review and critique models, and assist with campus communications.
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University of California Irvine
2013 to 2014
RPM advised the University in the development of a new budget model. After initial conversations about goals, UCI decided not to adopt a Responsibility Center Budgeting model, but to focus on a few tools that could improve transparency in the budget process, give the Deans more predictability, and make the schools more self-reliant while maintaining a strong central role for the Provost. UCI’s initial changes have been to use enrollment statistics to allocate incremental tuition dollars and to refine its policies around funding for faculty positions.
Our role included background briefings on resource allocation models, participation in the initial conversations with UCI leadership to define goals and approach, reviewing the models and analysis developed by the Budget Office and Institutional Research, and interviewing key stakeholders to get objective input for the budget development process.
Our role included background briefings on resource allocation models, participation in the initial conversations with UCI leadership to define goals and approach, reviewing the models and analysis developed by the Budget Office and Institutional Research, and interviewing key stakeholders to get objective input for the budget development process.
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Fort Lewis College
2013
RPM built a decision support model that the Provost and academic leaders use to assign tenure track faculty lines and adjunct budgets. The model compiles detailed section-level information on student enrollments and the full teaching records for every instructor. It allows users to see patterns of section size across schools and departments and the relationship between the demand for sections and enrollments in different majors. This allows the Provost to see where the need for additional faculty resources may be most pronounced under current enrollments and with growth. It also gives the Deans a tool for identifying ways in which the schedule could be optimized to make the best use of section capacity.
RPM developed the model with a great deal of faculty engagement, including meetings with all of the department chairs to review an in-progress model and to get feedback on the “near final” version of the model, meetings with faculty committees working on related issues, and detailed review of in progress work by a member of the faculty who was working with similar data.
RPM developed the model with a great deal of faculty engagement, including meetings with all of the department chairs to review an in-progress model and to get feedback on the “near final” version of the model, meetings with faculty committees working on related issues, and detailed review of in progress work by a member of the faculty who was working with similar data.
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