UB 2020: A Progress Report. A Joint Meeting with the Faculty Senate Academic Planning & Budget Priorities Committees

Transcription

1 UB 2020: A Progress Report A Joint Meeting with the Faculty Senate Academic Planning & Budget Priorities Committees 1

2 AGENDA WHERE WE HAVE BEEN WHERE WE ARE 2007/08 ACADEMIC YEAR NEXT STEPS AND EXPECTATIONS THE SENATE DISCUSSION 2007/08 AND BEYOND 2

3 WHERE WE HAVE BEEN Comprehensive Assessment o SWOT January July 2004 o Costs/Revenue Stream Assessment o Retreat July 14, 2004 o Comprehensive Unit Resource Analysis Operating Resources Capital Need 3

4 WHERE WE HAVE BEEN Building the UB 2020 Plan o The Strategic Strength Initiative o Transforming the UG Experience o Academic Support Transformations HR/IT/SIRI/UB CLEAN o Strategic Resource Management Operating and Capital o Right-Sizing and Enrollment Growth Plans o Building UB The Comprehensive Physical Plan 4

5 THE STRATEGIC STRENGTH INITIATIVE THE GOAL IS ACADEMIC EXCELLENCE Provide: o An environment to increase scholarship o A culture to mentor and assist junior faculty (2020) o Management and acquisition of necessary infrastructure Enhance: o Communications between disciplines o Education of students (K-12 to Graduate) o Comprehensive outreach activities Identify: o Available pools of sponsorship and find means to compete 5

6 REVIEW PROCESS STRATEGIC STRENGTHS Strategic Strength Sunrise Strategic Strengths Modified Assessment: Input gathered from all constituents (students, faculty, Deans, Provost) Assess issues/problems in implementation Emerging Areas Provost and Deans Implement Changes Recommend Changes to FAC, CC & Provost Strategic Strength Institutionalization or Sunset 6

7 EXAMPLES OF PROGRESS TO DATE White Paper Submitted Revised Whitepaper Integrated Nanostructured Systems Molecular Recognition/Bioinformatics Extreme Events Information and Computing Technology Artistic Expression and Performing Arts Cultures & Texts Civic Engagement & Public Policy Investment Health & Wellness Progress 7

8 STRATEGIC STRENGTHS - NEXT STEPS Establish Council of Strategic Strengths Directors/Chairs of FAC Ensure strategic strength needs are being met by all constituencies and vice versa Establish Distinguished Lecture Series (one per month) 8

9 STRATEGIC STRENGTH INVESTMENTS Strategic Strength Recurring Commitments through 2008/09 (In $000 s) Central 9 Unit Unit FTE Recurring $ FTE Recurring $ Architecture & Planning 1.5 $ $178 Arts & Sciences 15.5 $1, $3,787 Dental Medicine 3.5 $ $418 Engineering & Applied Sciences 8 $ $1,613 Education 0.5 $ $305 Management 1.0 $ Medicine & Biomedical Sciences 3.91 $ $1,114 Pharmacy & Pharmaceutical Sciences 1 $ $388 Public Health & Health Professions 0.5 $ $760 Area Wide 0.5 $50 Totals $3, $8,824

10 IMPROVING THE UG STUDENT PROFILE & DIVERSITY % OUT OF % UNDER- YEAR SELECT 1 YIELD 1 (all domestic) HS AVG 2 SAT 2 STATE/INTL 2 REPRESENTED 1 F % 29% % 14.1% F % 30% % 12.5% F % 33% % 9.2% F % 31% % 11.7% F % 32% % 11.6% 1 Calculated on all admitted and enrolled freshmen. 2 Calculated on all regularly admitted enrolled freshmen. Source: Office of Admissions 10

11 FRESHMAN PERCEPTIONS THEIR KEY SKILLS Figure freshmen rate themselves more highly than past entering classes on key skills Academic ability Drive to achieve Cooperativeness Understanding of others Leadership Creativity Math ability Social self confidence Computer skills Writing ability Public speaking ability 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Percentage of students rating themselves as at least "above average" with regard to selected skills 11

12 FRESHMAN PERCEPTIONS WHY UB? Figure freshmen influenced by more diverse factors than past entering classes when choosing to attend UB Academic reputation Cost of attendance UB alums get good jobs Campus visit UB alums get into top grad/professional schools Financial aid offers from UB National rankings Family advice Social reputation Teachers/advisors advice Desire to live near home Website 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Percentage of students stating that selected issue was "very important" to their decision to attend UB 12

13 FRESHMAN PERCEPTIONS EXPECTED ENGAGEMENT WITH UB Figure freshmen anticipate greater greater engagement with UB than prior entering classes Socialize with someone of a different racial or ethnic group Be satisfied with UB Get job to pay expenses Communicate regularly with professors Participate in student clubs or groups Participate in community or volunteer service Study abroad Play intercollegiate athletics Change major Join a fraternity or sorority Work full time Transfer before graduating 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Percentage of students perceiving "very good chance" of engaging in selected activity or experiencing selected outcome while at UB 13

14 IMPROVING THE UG EXPERIENCE Undergraduate Academies o Research Exploration (Fall 2007) o Civic Engagement (Fall 2007) o International/Global Studies (Fall 2008) o Creative Expression (Fall 2008) o Student enrollment is at capacity o Permanent academy space currently being designed Discovery Seminars o Discovery Seminar website: o 30 Discovery Seminars being offered Fall 2007 o 315 New and continuing students enrolled thus far o All strategic strengths are represented Honors College Center for UG Research and Creative Activities 14

15 ACADEMIC SUPPORT TRANSFORMATIONS IT Transformation o eptf o Server and services consolidation project o SIRI Strategic Information Reporting Initiative o Student Systems Assessment o Voice Over IP (VoIP) o Workstation standardization 15

16 HR TRANSFORMATION HR Transformation effort uncovered the following facts about HR services at UB Highly decentralized / inconsistent practices and policies Largely administrative Delivered through manual processes Little or no strategic HR Best practices are not modeled Lack of effective HR measures, metrics and reporting standards HR services and roles not fully understood Environment of High Risk Three Phase Transformation Initiative 1. Create a new HR delivery model Reduce the number of points of HR delivery from 61 to 3 Reorganize central HR Add more HR technology (automate recruiting, PTF, Time and Attendance) Add new strategic service (OD&T, Compensation) 2. Build foundations for delivering high value HR services to the campus Meaningful training and development offerings Employee wellness program Employee Assistance Program Employee volunteer program Improved performance management New guidelines for flexible/alternative working relationships New employee orientation program 3. Become a great place to work Lead efforts to change organizational behaviors Build institutional trust, pride and camaraderie Progress to Date Phase 1 nearly complete, moving into Phase 2 and developing early components of Phase 3 16

17 PRE AND POST AWARD TRANSFORMATION Findings Roles and responsibilities of SPA and GCS not clearly defined and differentiated Responsibilities pass back and forth between SPA and GCS during project life history Staff knowledge should be broader and deeper Process stove piping leads to inefficiencies PI s lack ease in accessing and using services Processes, services and systems need integration Objectives Reduce administrative burden on PI s in applying for and administering contracts and grants Create a single entity to provide administrative support services - from concept to close out Create a one stop shopping approach for sponsored program support Deliver services as close to the PI as feasible Provide full service to PI s with topic knowledge and expertise Ensure that processes are seamless to the PI Have clearly defined roles, responsibilities and accountabilities Transformation Actions Merge Grants and Contracts Administration and Sponsored Programs Administration Create three life cycle teams aligned to PI s supported by a central office Have the new organization report jointly to the VP Research and the EVP Finance and Operations 17

18 RESOURCE MANAGEMENT: NEW THINKING FROM Unit-centric Base budget is unit entitlement Formulaic-revenue sharing Year-by-year increments TO University-wide view All resources are university resources Strategic-outcomes driven Multi-year agreements Informal/minimal process A dollar is a dollar Structured annual cycle Fund use aligned to fund purpose 18

19 CONSTRUCTING A NEW APPROACH NOW Building the strategic vision UB 2020 Reaching shared understandings o Resource profiles unit and university-wide o Unit objectives and business models o Pre-growth potential for strategic improvement UB 2020 o Open campus dialogue o Three-year pre-growth agreements through 08/09 o Capital Budget needs and funds Modeling UB 2020 growth 19

20 THREE-YEAR UNIT BUDGET AGREEMENT (Pre-Growth) 2006/ /09 EXPECTED OUTCOMES Major Academic Initiatives Strategic Strength Contributions Enrollment Plans Student Quality Improvement Retention and Degree Attainment Faculty/Staff/Student Diversity Research Plans Philanthropy Goals Public Service Initiatives Rankings - National Prominence FINANCIAL PLANS Financial Profile 2005/06 Requested Investments Analysis-Revenue Potential and Expense Management Strategies Funding Commitments o Funded Need o Funding Plan (including unit match) Base Support Revenues New Investments Planned Use of Reserves 20

21 COMPACT IMPLEMENTATION STATUS As of October 15, 2007 Phases Complete Final Draft Discussion Architecture & Planning Dental Medicine VP Health Sciences Education Public Health Graduate Education Engineering Athletics University Support Services Law Undergraduate Education Research Management Human Resources Student Affairs Social Work Medicine Faculty Affairs Nursing Center of Excellence Pharmacy International Education External Affairs Arts & Sciences Libraries 21

22 COMPACT COMMITMENTS TO DATE Budget Commitments (Central and Unit) through 2008/09 ($ In 000 s) Unit FTE Central Recurring $ Nonrecurring $ FTE Unit Recurring $ Nonrecurring $ Academic Architecture & Planning 1.5 $150.5 $50 Arts & Sciences 7 $1, $1,977 $8,754 Engineering & Applied Sciences 3 $1,233 $2, $1,190 $2,521 Education 3.5 $ $277 $65 Law 2 $452 2 $220 Management 1 $300 1 $280 Social Work 3 $150 $529 $221 Academic Support Provost Faculty Affairs - $1,350 International Education $193 $161 $38 Libraries - $1,000 $750 $130 External Affairs 8 $807 $922 Totals 29 $6,044 $5, $5,077 $11,729 22

23 EXPECTATIONS / FTE faculty growth /07 to 2008/09 Significant increases in TA stipends 10-15% savings academic support units Transformed IT, phone and HR infrastructures Strengthened financial information systems Streamlined annual budget process and implementation o Operating funds o Capital funds Resolving key resource management issues o Improved university/unit hiring planning o Fee and service recharge policy o Research income management indirect cost recovery o State operating fund use 23

24 FACULTY HIRING (Ladder) TOTAL NEW 270 FTE, 23% of 04/05 level TOTAL LEFT 176 FTE, 15% of 04/05 level NET NEW 94 FTE, 8% increase from 04/05 level STRATEGIC STRENGTH HIRES

25 CAPITAL BUDGET DEVELOPMENT M ay June July A ugust Septem ber O ctober Novem ber D ecem ber January Febru ary M arch April M ay June July IDENTIFYING CAPITAL NEED Survey of Unit Needs Project/Budget Summary & Priority Setting Approvals (SMFPC endorsement) IDENTIFYING FUNDING FOR CAPITAL NEED Legislative Priorities Development SUNY/SUCF Budget Plan Development DIFR Budget and Other DASNY Proposals UBF Capital Budget Proposal UB Budget Process - Capital Funding Decisions CAPITAL SPENDING PLANS AND PROJECTIONS DEVLOPMENT Spending Plan Draft and SMFPC Endorsement VP/Dean SMFPC/Presidential Approval DASNY-Dormitory Authority of the State of New York DOB-Division of Budget NYS-New York State SMFPC-Space Management Facilities Planning Committee SUCF-State University Construction Fund SUNY-State University of New York UB-University at Buffalo UBF-University at Buffalo Foundation 25

26 CAPITAL BUDGET NEED DRAFT University at Buffalo Total Capital Demand (Pre-Master Plan) In $Millions, Excluding Escalation As of October 5, 2007 Future Pre-Planned Planned Design Construction Total Large Scale ($1M and up) Programmatic Infrastructure Small Scale ($50K to $1M) Programmatic Infrastructure GRAND TOTAL (ALL PROJECTS) $1,313.2 $521.8 $72.8 $216.9 $67.4 $2, , $21.7 $5.9 $14.9 $6.6 $16.6 $ $1,334.8 $527.7 $87.7 $223.5 $84.0 $2,278.6 Phase Definitions: Future: Unit has a project concept that has not yet been submitted for planning/approval and is currently uncommitted. Pre-Planned: Project has institutional support to proceed but funding and implementation plan is not yet defined. Planned: Unit has submitted the project concept for review, cost analysis and approval. Design: Unit's project concept and plan has been reviewed, approved and translated into a set of biddable set of drawings and specifications. Construction: Implementation of the Unit's approved project plan per the design documentation. 26

27 EMERGING CAPITAL PRIORITIES $571M Instructional/Classroom Buildings (North/South) Heart of the Campus Renovations UB Downtown Gateway o M. Wile Acquisition o EOC Land Acquisition o Clinical and Translational Research Facility o Urban Technology Incubator Engineering/Strategic Strengths Facility Medicine Research Facilities Nursing/Public Health Facilities Campus Recreation Center Public Realm Improvements General Program Improvements 27

28 THE GROWTH PLAN Recalibrate the Faculty Base Across program breadth Compared with peers Building Faculty Strength through Enrollment Growth 10,000 FTE students Two Steps to Implementation 28

29 MODELING GROWTH COSTS Consultation with Deans faculty hiring, enrollment capacity Recognize discipline differences faculty, graduate students, support Model drives aggregate projections: Faculty costs $90,000 per FTE Graduate student costs $30,000 per FTE (2/FTE) Support budget costs $1.40/$1 faculty salary Faculty start-up costs $225,000/hire average Capital Unit facilities $400/gsf total cost Residence halls $330/gsf total cost 29

30 GROWTH COSTS ($ in 000's) $1,600 $1,400 $1,200 $1,000 TOTALS Recurring $226M One-Time Costs $1.66B $800 $600 $1.4B $400 $200 $0 $226M $226M Recurring Costs Faculty Start-Up Capital 30

31 FUNDING THE GROWTH PLAN A Compact Partnership NYS/SUNY/UB Operating Provide tax support to fund gap beyond tuition Give UB tuition price setting flexibility Capital/One Time Give UB authority to bond or incur debt Provide flexibility to develop land parcels with third-party developers 80/20 match (NYS/UB) total costs of capital design, construction, equipment 50/50 match (NYS/UB) faculty start-up UB will self-finance residence halls, parking lots and campus life facilities with predictable income streams UB self-finances housing and parking 31

32 UB 2020 THE COMPLETE FUNDING PLAN An Illustration ($ in 000 s) $1,600,000 $1,400,000 $1.4B $900,840 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 $226M $225.6M $113,000 $112,800 $113,000 $112,800 Recurring Costs Faculty Start-Up Capital $551,992 NYS Capital Other UB Sources State Tax Tuition 32

33 RETURN ON INVESTMENT Return for New York State Dollar $1 $5 Double Research Income $250M $500M Quadruple Philanthropic Income $25M $100M More trained professionals for a knowledge economy 6,774 degrees 9,483 degrees a year 33

34 BUILDING UB THE COMPREHENSIVE PHYSICAL PLAN Why plan? Because program growth and academic excellence require physical growth. Critical maintenance and reinvestment, plus... Growth to accommodate 10,000 more students 3.5M sf additional space $2.5B in capital construction (includes infrastructure renewal) Built over a decade or more 34

35 This is the big idea An opportunity to make great places A chance to transform an institution A way to help the region grow 35

36 BUILDING UB THE IMPLICATIONS INFLUENCING POLICY: FINANCE AND PROCEDURE Connect and coordinate physical development Five year capital plan Overall investment levels New ways to finance capital construction More autonomy on budgetary matters & working through SUNY s blue ribbon commission. 36

37 Building UB: The Comprehensive Physical Plan JUN 07 JUL 07 AUG 07 SEP 07 OCT 07 NOV 07 DEC 07 JAN 08 FEB 08 MAR 08 APR 08 MAY 08 JUN 08 JUL 08 AUG 08 SEP 08 OCT 08 NOV 08 DEC 08 JAN 09 FEB 09 MAR 09 APR 09 Facilities Condition Audit Vision, Strategic Considerations, and Guiding Principles Campus Concepts Draft Plan Final Draft Plan Phasing and Implementation Plan State Environmental Quality Review Public and Internal UB Reviews 37

38 WHERE WE ARE GOING Commission on Higher Education Investment and Flexibility Faculty Hiring/Enrollment Growth Planning Strategic Enrollment Management Complete Building UB Plan Continue Academic Support Transformations 38

39 ACADEMIC/ADMINISTRATIVE CALENDAR DRAFT University at Buffalo Academic/Administrative Calendar May June July August September October November December January February March April May June July August Phases Unit & Campus Outcomes Review/Defining the Needs/Agenda Proposals Development Proposal Review and Approval Implementation Operating Budget Development Unit Compacts Tuition/Fees SUNY Tax Budget Outcomes Review Unit Needs Statement Review of prior year fee program impacts SUNY Multi-Year Campus Needs Update and SUNY Enrollment Planning Update Revised Compact Proposals & Campus Leadership Dialogue (Deans/VP meetings) Tuition/Fee Proposals (SUNY and Campus) Student Consultation NYS Executive Budget Development Compact Review/Approval Campus Leadership Review SUNY/Legislative Review & Negotiation/Budget Agreement Financing Strategy/Budget Implementation Tuition/Fee Implementation Budget Passage/SUNY Financial Plan/UB Budget Implementation Capital Budget Development Capital Budgets Survey of Unit Needs (1, 5, and 10 year plans) Needs/Project Summary/ Project Priorities Deans/VP and SMFPC Review Capital funding proposals reviewed with various funding agents: Legislative (Federal & NYS) SUCF DASNY UBF UB Other Reaching Budget Agreement/Spending Plan Development Budget Passage/ Spending Plan Implementation/Project Initiation/Revised Compact Philanthropy Budget Development Development Development of annual case for support, review of prospect pipeline, and development of projections Unit Goal Review and Approval Fundraising Goals Implementation Legislative Agenda Development NYS Legislative Cycle Development of UB legislative agenda in consultation with units (Deans/VP meetings) Legislative priorities set with Campus Leadership Final agenda sent to SUNY for consideration in NYS Governor's budget UB Advocacy Program/NYS Governor's Budget is developed/budget Negotiation/Bill Writing State Budget Agreement reached/april 1st-budget is passed and new fiscal year begins NYS Budget Passage and SUNY/UB Budget Implementation DASNY-Dormitory Authority of the State of New York DOB-Division of Budget NYS-New York State SMFPC-Space Management Facilities Planning Committee SUCF-State University Construction Fund SUNY-State University of New York UB-University at Buffalo UBF-University at Buffalo Foundation 39

40 WORK WITH THE SENATE 2007 and Beyond NEXT STEPS Beyond Orientation to Informed Engagement o Streamlining Annual Budget Cycle o Resolving Key Resource Management Issues o Budget Principles and Process Handbook o UB 2020 Growth Modeling and Planning o Revised Unit Agreements Growth Plans o Capital Budget Development 40