UB 2020: A Progress Report A Joint Meeting with the Faculty Senate - - PowerPoint PPT Presentation

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UB 2020: A Progress Report

A Joint Meeting with the Faculty Senate Academic Planning & Budget Priorities Committees

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AGENDA

• WHERE WE HAVE BEEN – 2005 – 2007
• WHERE WE ARE – 2007/08 ACADEMIC YEAR
• NEXT STEPS AND EXPECTATIONS
• THE SENATE DISCUSSION – 2007/08 AND BEYOND

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WHERE WE HAVE BEEN

• Comprehensive Assessment
• SWOT – January – July 2004
• Costs/Revenue Stream Assessment
• Retreat – July 14, 2004
• Comprehensive Unit Resource Analysis

Operating Resources Capital Need

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

WHERE WE HAVE BEEN

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THE STRATEGIC STRENGTH INITIATIVE

• Provide:
• An environment to increase scholarship
• A culture to mentor and assist junior faculty (2020)
• Management and acquisition of necessary infrastructure
• Enhance:
• Communications between disciplines
• Education of students (K-12 to Graduate)
• Comprehensive outreach activities
• Identify:
• Available pools of sponsorship and find means to compete

THE GOAL IS ACADEMIC EXCELLENCE

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Assess issues/problems in implementation Recommend Changes to FAC, CC & Provost Provost and Deans Implement Changes Strategic Strengths Modified

REVIEW PROCESS – STRATEGIC STRENGTHS

Assessment: Input gathered from all constituents (students, faculty, Deans, Provost)

Strategic Strength Sunrise Strategic Strength Institutionalization or Sunset Emerging Areas

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EXAMPLES OF PROGRESS TO DATE

Progress

W h i t e P a p e r S u b m i t t e d R e v i s e d W h i t e p a p e r I n v e s t m e n t

Artistic Expression and Performing Arts Integrated Nanostructured Systems Molecular Recognition/Bioinformatics Extreme Events Information and Computing Technology

Civic Engagement & Public Policy

Health & Wellness Cultures & Texts

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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)

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STRATEGIC STRENGTH INVESTMENTS

Central Unit Unit FTE Recurring $ FTE Recurring $ Architecture & Planning 1.5 $120 2.5 $178 Arts & Sciences 15.5 $1,230 49.65 $3,787 Dental Medicine 3.5 $325 4.55 $418 Engineering & Applied Sciences 8 $756 17.48 $1,613 Education 0.5 $35 4.5 $305 Management 1.0 $88 1 88 Medicine & Biomedical Sciences 3.91 $353 12.19 $1,114 Pharmacy & Pharmaceutical Sciences 1 $87 4.05 $388 Public Health & Health Professions 0.5 $45 8.5 $760 Area Wide 0.5 $50 Totals 35.91 $3,089 106.42 $8,824 Strategic Strength Recurring Commitments through 2008/09 (In $000’s)

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11.6% 15.2% 1193 92 32% 52% F2007 11.7% 12.8% 1185 91 31% 56% F2005 9.2% 7.1% 1164 91 33% 62% F2003 12.5% 6.1% 1156 90 30% 63% F2001 14.1% 4.1% 1137 89 29% 74% F1999 % UNDER- REPRESENTED 1

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% OUT OF STATE/INTL2

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SAT 2

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HS AVG 2

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YIELD 1

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(all domestic) (all domestic)

SELECT 1

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YEAR

IMPROVING THE UG STUDENT PROFILE & DIVERSITY

1 Calculated on all admitted and enrolled freshmen. 2 Calculated on all regularly admitted enrolled freshmen.

Source: Office of Admissions

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FRESHMAN PERCEPTIONS – THEIR KEY SKILLS

Figure 1. 2007 freshmen rate themselves more highly than past entering classes on key skills

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Public speaking ability Writing ability Computer skills Social self confidence Math ability Creativity Leadership Understanding of others Cooperativeness Drive to achieve Academic ability

Percentage of students rating themselves as at least "above average" with regard to selected skills 2003 2005 2007

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FRESHMAN PERCEPTIONS – WHY UB?

Figure 2. 2007 freshmen influenced by more diverse factors than past entering classes when choosing to attend UB

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Website Desire to live near home Teachers/advisors advice Social reputation Family advice National rankings Financial aid offers from UB UB alums get into top grad/professional schools Campus visit UB alums get good jobs Cost of attendance Academic reputation Percentage of students stating that selected issue was "very important" to their decision to attend UB 2003 2005 2007

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FRESHMAN PERCEPTIONS – EXPECTED ENGAGEMENT WITH UB

Figure 3. 2007 freshmen anticipate greater greater engagement with UB than prior entering classes

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Transfer before graduating Work full time Join a fraternity or sorority Change major Play intercollegiate athletics Study abroad Participate in community or volunteer service Participate in student clubs or groups Communicate regularly with professors Get job to pay expenses Be satisfied with UB Socialize with someone of a different racial or ethnic group Percentage of students perceiving "very good chance" of engaging in selected activity or experiencing selected outcome while at UB 2003 2005 2007

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IMPROVING THE UG EXPERIENCE

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

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ACADEMIC SUPPORT TRANSFORMATIONS

• IT Transformation
• ePTF
• Server and services consolidation project
• SIRI – Strategic Information Reporting Initiative
• Student Systems Assessment
• Voice Over IP (VoIP)
• Workstation standardization

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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

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• 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)

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• 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

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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

• n 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

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RESOURCE MANAGEMENT: NEW THINKING

FROM TO

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

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CONSTRUCTING A NEW APPROACH

• Building the strategic vision – UB 2020
• Reaching shared understandings
• Resource profiles – unit and university-wide
• Unit objectives and business models
• Pre-growth potential for strategic

improvement – UB 2020

• Open campus dialogue
• Three-year pre-growth agreements through

08/09

• Capital Budget – needs and funds
• Modeling UB 2020 growth

2005 - NOW

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THREE-YEAR UNIT BUDGET AGREEMENT (Pre-Growth)

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
• Funded Need
• Funding Plan (including unit match)
• Base Support
• Revenues
• New Investments
• Planned Use of Reserves

2006/07 – 2008/09

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COMPACT IMPLEMENTATION STATUS

As of October 15, 2007

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 Phases

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COMPACT COMMITMENTS TO DATE

Budget Commitments (Central and Unit) through 2008/09 ($ In 000’s)

Central Unit Unit FTE Recurring $ Non- recurring $ FTE Recurring $ Non- recurring $ Academic Architecture & Planning 1.5 $150 .5 $50 Arts & Sciences 7 $1,466 24 $1,977 $8,754 Engineering & Applied Sciences 3 $1,233 $2,171 10 $1,190 $2,521 Education 3.5 $293 293 6.5 $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 $5,093 44 $5,077 $11,729

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EXPECTATIONS - 2008/09

• 125 FTE faculty growth - 2006/07 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
• Operating funds
• Capital funds
• Resolving key resource management issues
• Improved university/unit hiring planning
• Fee and service recharge policy
• Research income management – indirect cost recovery
• State operating fund use

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FACULTY HIRING

(Ladder) 2004 - 2007

STRATEGIC STRENGTH HIRES - 23 94 FTE, 8% increase from 04/05 level NET NEW 176 FTE, 15% of 04/05 level TOTAL LEFT 270 FTE, 23% of 04/05 level TOTAL NEW

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CAPITAL BUDGET DEVELOPMENT

M a y J u n e J u l y A u g u s t S e p t e m b e r O c t

• b

e r N

• v

e m b e r D e c e m b e r J a n u a r y F e b r u a r y M a r c h A p r i l M a y J u n e J u l y

ID EN TIFY IN G C A P IT A L N EED Survey of Unit Needs UBF Capital Budget Proposal Spending Plan Draft and SMFPC Endorsement VP/Dean SMFPC/Presidential Approval UB Budget Process - Capital Funding Decisions Legislative Priorities Development SUNY/SUCF Budget Plan Development C A P IT A L S P EN D IN G P LA N S A N D P R O JEC T IO N S D EV LO P M EN T Project/Budget Summary & Priority Setting Approvals (SMFPC endorsement) DIFR Budget and Other DASNY Proposals ID EN TIFY IN G C A P IT A L N EED ID EN T IFY IN G FU N D IN G FO R C A P ITA L N EED Survey of Unit Needs

DASNY-Dormitory Authority of the State of New York SUCF-State University Construction Fund DOB-Division of Budget SUNY-State University of New York NYS-New York State UB-University at Buffalo SMFPC-Space Management Facilities Planning Committee UBF-University at Buffalo Foundation

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CAPITAL BUDGET NEED

Future Pre-Planned Planned Design Construction Total $1,313.2 $521.8 $72.8 $216.9 $67.4 $2,212.8 907.7 500.3 52.0 154.1 0.0 1,635.0 405.5 21.5 20.8 62.8 67.4 577.9 $21.7 $5.9 $14.9 $6.6 $16.6 $65.7 1.2 5.5 5.2 2.1 8.9 22.8 20.5 0.4 9.7 4.6 7.7 42.9 $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.

DRAFT GRAND TOTAL (ALL PROJECTS)

Programmatic Infrastructure Programmatic Infrastructure

Large Scale ($1M and up) Small Scale ($50K to $1M) University at Buffalo Total Capital Demand (Pre-Master Plan) In $Millions, Excluding Escalation As of October 5, 2007

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EMERGING CAPITAL PRIORITIES

$571M

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

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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

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• 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

MODELING GROWTH COSTS

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($ in 000's)

$226M $1.4B $226M $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Recurring Costs Faculty Start-Up Capital

GROWTH COSTS

TOTALS

Recurring ฀–$226M One-Time Costs – $1.66B

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• 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

FUNDING THE GROWTH PLAN

A Compact Partnership – NYS/SUNY/UB

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$113,000 $113,000 $112,800 $551,992 $112,800 $900,840 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000 Recurring Costs Faculty Start-Up Capital NYS Capital Other UB Sources State Tax Tuition

An Illustration ($ in 000’ s)

$226M $225.6M $1.4B

UB 2020 – THE COMPLETE FUNDING PLAN

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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

RETURN ON INVESTMENT

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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

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This is the “big idea”

• An opportunity to make great places
• A chance to transform an institution
• A way to help the region grow

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• 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.

INFLUENCING POLICY: FINANCE AND PROCEDURE

BUILDING UB – THE IMPLICATIONS

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JUN 0 7 JUL 0 7 AUG 0 7 SEP 0 7 OCT 0 7 NOV 0 7 DEC 0 7 JAN 0 8 FEB 0 8 MAR 0 8 APR 0 8 MAY 0 8 JUN 0 8 JUL 0 8 AUG 0 8 SEP 0 8 OCT 0 8

Building UB: The Com prehensive Physical Plan

NOV 0 8 DEC 0 8 JAN 0 9 FEB 0 9 MAR 0 9 APR 0 9 Vision, Strategic Considerations, and Guiding Principles Draft Plan Cam pus Concepts Final Draft Plan Phasing and I m plem entation Plan

Public and I nternal UB Review s

State Environm ental Quality Review Facilities Condition Audit

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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

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ACADEMIC/ADMINISTRATIVE CALENDAR

DRAFT University at Buffalo Academic/Administrative Calendar M ay June July August Septem ber O ctober N

• vem

ber Decem ber January February M arch April M ay June July August Implementation Proposal Review and Approval Unit & Campus Outcomes Review/Defining the Needs/Agenda Proposals Development Phases Unit Compacts Tuition/Fees Student Consultation SUNY Tax Budget P h ilan th ro p y B u d g et D evelo p m en t Development Leg islative A g en d a D evelo p m en t NYS Legislative Cycle Legislative priorities set with Campus Leadership Final agenda sent to SUNY for consideration in NYS Governor's budget

Development of annual case for support, review of prospect pipeline, and development of projections

Unit Goal Review and Approval Fundraising Goals Implementation State Budget Agreement reached/April 1st-budget is passed and new fiscal year begins NYS Budget Passage and SUNY/UB Budget Implementation Compact Review/Approval Tuition/Fee Implementation SUNY/Legislative Review & Negotiation/Budget Agreement Budget Passage/SUNY Financial Plan/UB Budget Implementation Implementation Review of prior year fee program impacts Campus Leadership Review Financing Strategy/Budget Implementation

Development of UB legislative agenda in consultation with units

UB Advocacy Program/NYS Governor's Budget is developed/Budget Negotiation/Bill Writing

▪Legislative (Federal & NYS) ▪SUCF ▪DASNY ▪UBF ▪UB ▪Other

O p eratin g B u d g et D evelo p m en t Outcomes Review Tuition/Fee Proposals (SUNY and Campus) SUNY Multi-Year Campus Needs Update and SUNY Enrollment Planning Update NYS Executive Budget Development Needs/Project Summary/ Project Priorities C ap ital B u d g et D evelo p m en t Capital Budgets Proposal Review and Approval Unit Needs Statement Revised Compact Proposals & Campus Leadership Dialogue (Deans/VP meetings) Unit & Campus Outcomes Review/Defining the Needs/Agenda Proposals Development Survey of Unit Needs (1, 5, and 10 year plans) Reaching Budget Agreement/Spending Plan Development Budget Passage/ Spending Plan Implementation/Project Initiation/Revised Compact Capital funding proposals reviewed with various funding agents: Deans/VP and SMFPC Review

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WORK WITH THE SENATE

• NEXT STEPS – Beyond Orientation to Informed

Engagement

• Streamlining Annual Budget Cycle
• Resolving Key Resource Management Issues
• Budget Principles and Process Handbook
• UB 2020 Growth Modeling and Planning
• Revised Unit Agreements – Growth Plans
• Capital Budget Development

2007 and Beyond