Talking Stick - July/August 2009 - 25

For many institutions, the budget process can take 18 months or longer, so it is important for any strategic planning to occur with enough time for implementation. Once the budget as a concept is determined, the task becomes translating priorities into concrete figures and determining the budget specifics. masterinG the mission statement Almost all housing and/or residence life departments have a mission statement, though not everyone has written one or knows how to write one. The first thing to remember is that the mission statement communicates a department’s reason for existence. It should state what the department is willing to be held accountable for and could even defend the department, if necessary, in a court of law. For example, at Appalachian State University in Boone, North Carolina, the word “safe” was left out of the mission statement since student safety cannot be absolutely guaranteed. Mission statements are most powerful when they are brief and memorable. One or two sentences are ideal, and the content should resonate with and inspire the department. Every word is important and should be carefully considered for inclusion. Remember that the department’s mission is different from its vision. A vision is a description of the desired image of the department. The mission is grounded in reality. Two methods of getting to the heart of a department’s mission are as follows: 1) Answer this question: “If your department was eliminated, what would be lost that would not be replicated by another department?” 2) Why, why, why – Ask why your department exists. Ask why to your initial response. Do this one more time, and you will be close to the real purpose of your department. If the department’s mission statement has not been examined in the past five years, it is time to revisit this important statement, for it works to guide a department’s daily work. translating into ConCrete Figures Luckily, most institutions have pre-existing budgets, so few if any housing officers will ever be charged with building a budget from scratch. However, in working with any housing budget, it is still important to have a good understanding of some fundamental pieces. First, housing officers should have a working knowledge of budget language. As part of his workshops and sessions, Collins begins with a tutorial on commonly used terms: “People need to have a common understanding of language, terms like auxiliary, debt, bonds, expenses, revenue.” Knowledge of the department, past and present, will help translate goals into concrete figures. Ray Gasser, director of university residence at the University of Idaho in Moscow, emphasizes the importance not only of learning about overall operations but also of understanding the historical context: “Look at the history of the department. Where are the costs going? History will give you some guidance.” Furthermore, he encourages those housing officers that rise through the ranks of residence life to gain a broader perspective. “Try to understand [a housing department] as a whole entity. Being a senior housing officer, one must understand the complexities beyond residence life and how those impact a budget.” When translating priorities into concrete figures, it is also beneficial to know the institution’s budget process and where the housing department stands within that structure. For most colleges and universities, housing falls into one of three categories: 1) The Line Item – Many small, private colleges incorporate housing and residence life in their overall budget. Housing may provide a large part of the institution’s revenue, but the department receives funding as determined by the overarching budget. 2) The Pseudo Auxiliary – For mid-sized institutions, there is a relationship with the college or university that allows parts of housing to be separate (operations, dining, etc.). The department may receive some funding from the institution for special programs that have a direct impact on the campus but in many ways is seen as a separate entity. These housing departments often pay some type of administrative overhead to the campus for use of services. 3) The Full Auxiliary – Larger institutions and housing departments tend to fall into this category. In general, full auxiliary departments are separate and more independent. They account for all their own revenue and expenses, and they are more completely functioning entities. The process of developing a budget is made more challenging by the fact that each housing operation is unique. As noted by Gasser, housing budgets differ based on ”depth and complexity of the organization, Jeff Doyle is the director of residence life and an adjunct graduate faculty member at Appalachian State University. He has presented on strategic planning and is currently leading his own department through this process. He can be contacted at doyleja@appstate.edu. July + auguST 2009 25

Talking Stick - July/August 2009

Table of Contents for the Digital Edition of Talking Stick - July/August 2009

Talking Stick - July/August 2009
Contents
Online Now
Vision
Just In
Your ACUHO-I
Transitions
Res Life
Facilities
Business
Calendar
The Other Side of the Street
Courting Change in Judicial Affairs
Conversations
First Takes
Reporting Out
Welcome
Snapshot
Talking Stick - July/August 2009 - BB1
Talking Stick - July/August 2009 - BB2
Talking Stick - July/August 2009 - Talking Stick - July/August 2009
Talking Stick - July/August 2009 - Cover2
Talking Stick - July/August 2009 - 1
Talking Stick - July/August 2009 - 2
Talking Stick - July/August 2009 - Contents
Talking Stick - July/August 2009 - Online Now
Talking Stick - July/August 2009 - 5
Talking Stick - July/August 2009 - Vision
Talking Stick - July/August 2009 - 7
Talking Stick - July/August 2009 - Just In
Talking Stick - July/August 2009 - 9
Talking Stick - July/August 2009 - 10
Talking Stick - July/August 2009 - 11
Talking Stick - July/August 2009 - 12
Talking Stick - July/August 2009 - Your ACUHO-I
Talking Stick - July/August 2009 - Transitions
Talking Stick - July/August 2009 - 15
Talking Stick - July/August 2009 - Res Life
Talking Stick - July/August 2009 - 17
Talking Stick - July/August 2009 - 18
Talking Stick - July/August 2009 - 19
Talking Stick - July/August 2009 - Facilities
Talking Stick - July/August 2009 - 21
Talking Stick - July/August 2009 - 22
Talking Stick - July/August 2009 - 23
Talking Stick - July/August 2009 - Business
Talking Stick - July/August 2009 - 25
Talking Stick - July/August 2009 - 26
Talking Stick - July/August 2009 - Calendar
Talking Stick - July/August 2009 - The Other Side of the Street
Talking Stick - July/August 2009 - 29
Talking Stick - July/August 2009 - 30
Talking Stick - July/August 2009 - 31
Talking Stick - July/August 2009 - 32
Talking Stick - July/August 2009 - 33
Talking Stick - July/August 2009 - 34
Talking Stick - July/August 2009 - 35
Talking Stick - July/August 2009 - Courting Change in Judicial Affairs
Talking Stick - July/August 2009 - 37
Talking Stick - July/August 2009 - 38
Talking Stick - July/August 2009 - 39
Talking Stick - July/August 2009 - 40
Talking Stick - July/August 2009 - 41
Talking Stick - July/August 2009 - 42
Talking Stick - July/August 2009 - 43
Talking Stick - July/August 2009 - 44
Talking Stick - July/August 2009 - Conversations
Talking Stick - July/August 2009 - 46
Talking Stick - July/August 2009 - 47
Talking Stick - July/August 2009 - 48
Talking Stick - July/August 2009 - First Takes
Talking Stick - July/August 2009 - Reporting Out
Talking Stick - July/August 2009 - 51
Talking Stick - July/August 2009 - 52
Talking Stick - July/August 2009 - 53
Talking Stick - July/August 2009 - Welcome
Talking Stick - July/August 2009 - 55
Talking Stick - July/August 2009 - Snapshot
Talking Stick - July/August 2009 - Cover3
Talking Stick - July/August 2009 - Cover4
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