ley Allison bore the responsibility of devising a plan that will address the estimated budget deficit of $ 3 million for fiscal year 2004-05 and an estimated budget deficit of $ 4 million for fiscal year 2003-04. President Allison’s strategy for achieving a balanced budget depicted significant aspects that sought to arrest the situation.
These aspects included restructuring the administration by designing and establishing a central planning unit and a practice of institution-wide discourse to focus the college on its position. This led to the establishment of a College Planning Council at the College consisting of five faculty, five administrators, and two students. The College Planning Council was to adopt a three-year period with clear and independent guidelines on the budget making process. The council was to analyze and organize the college accordingly. Moreover, the President mandated the Committee on the Budget and Financial Priorities to advise him on the annual budget to present to the Finance Committee of the Boards of Trustees, examine the priorities, and recommend a draft budget.
The President had set the principles and commitments that guided the operations of the budget committee, which fostered a participative budget process with clear and detailed information. The President assembled a new senior staff that included the finance vice president who bore the mandate of implementing the President’s strategy. The finance vice president was to appoint an experienced director of budgets with financial systems experience. The President’s strategy also included expanding the scope of the dean of faculty to the dean of academic affairs with additional academic and curriculum budgeting responsibilities. Moreover, the President’s strategy entailed the recruitment of new and quality students to improve the College’s fiscal and academic quality.
He also appointed three senior administrators from his senior staff to the budget committee to inform him