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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

o SWOT – January – July 2004

o Costs/Revenue Stream Assessment

o Retreat – July 14, 2004

o Comprehensive Unit Resource Analysis

Operating Resources

Capital Need

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• 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

WHERE WE HAVE BEEN

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THE STRATEGIC STRENGTH INITIATIVE

• Provide:o An environment to increase scholarshipo A culture to mentor and assist junior faculty (2020)o Management and acquisition of necessary infrastructure

• Enhance:o Communications between disciplineso Education of students (K-12 to Graduate)o Comprehensive outreach activities

• Identify:o Available pools of sponsorship and find means to compete

THE GOAL IS ACADEMIC EXCELLENCE

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Assess issues/problems

in implementation

RecommendChanges

to FAC, CC & Provost

Provost and Deans

ImplementChanges

Strategic StrengthsModified

REVIEW PROCESS – STRATEGIC STRENGTHS

Assessment: Input gathered from all

constituents (students, faculty, Deans, Provost)Strategic

StrengthSunrise

Strategic StrengthInstitutionalization or Sunset

EmergingAreas

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EXAMPLES OF PROGRESS TO DATE

Progress

White Paper

Submitted

Revised

WhitepaperInvestment

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 $178Arts & Sciences 15.5 $1,230 49.65 $3,787Dental Medicine 3.5 $325 4.55 $418Engineering & Applied Sciences 8 $756 17.48 $1,613Education 0.5 $35 4.5 $305Management 1.0 $88 1 88Medicine & Biomedical Sciences 3.91 $353 12.19 $1,114Pharmacy & Pharmaceutical Sciences 1 $87 4.05 $388Public Health & Health Professions 0.5 $45 8.5 $760Area 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%11939232%52%F2007

11.7%12.8%11859131%56%F2005

9.2%7.1%11649133%62%F2003

12.5%6.1%11569030%63%F2001

14.1%4.1%11378929%74%F1999

% UNDER-REPRESENTED 11

% OUT OF STATE/INTL22SAT 22HS AVG 22YIELD 11

(all domestic)(all domestic)SELECT 11YEAR

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

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 capacityo Permanent academy space currently being designed

• Discovery Seminarso Discovery Seminar website: http://discoveryseminars.buffalo.eduo 30 Discovery Seminars being offered Fall 2007o 315 New and continuing students enrolled thus faro All strategic strengths are represented

• Honors College

• Center for UG Research and Creative Activities

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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

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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– 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

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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

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

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RESOURCE MANAGEMENT: NEW THINKING

FROM TOUnit-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

o Resource profiles – unit and university-wide o Unit objectives and business models o Pre-growth potential for strategic

improvement – UB 2020o Open campus dialogueo Three-year pre-growth agreements through

08/09o 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

o Funded Needo Funding Plan (including unit match)

Base SupportRevenuesNew InvestmentsPlanned Use of Reserves

2006/07 – 2008/09

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COMPACT IMPLEMENTATION STATUS

As of October 15, 2007

Complete Final Draft DiscussionArchitecture & Planning Dental Medicine VP Health Sciences

Education Public Health Graduate EducationEngineering Athletics University Support Services

LawUndergraduate

Education ResearchManagement Human Resources Student AffairsSocial Work Medicine

Faculty Affairs NursingCenter of Excellence Pharmacy

International EducationExternal Affairs

Arts & SciencesLibraries

Phases

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COMPACT COMMITMENTS TO DATEBudget 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

o Operating fundso Capital funds

• Resolving key resource management issues o Improved university/unit hiring planningo Fee and service recharge policyo Research income management – indirect cost recoveryo State operating fund use

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FACULTY HIRING(Ladder)

2004 - 2007

STRATEGIC STRENGTH HIRES - 23

94 FTE, 8% increase from 04/05 levelNET NEW

176 FTE, 15% of 04/05 levelTOTAL LEFT

270 FTE, 23% of 04/05 levelTOTAL NEW

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CAPITAL BUDGET DEVELOPMENT

May

June

July

Augu

st

Sept

embe

r

Octob

er

Novem

ber

Decem

ber

Janu

ary

Febr

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Mar

ch

April

May

June

July

IDEN

TIFY

ING

C

AP

ITA

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

CA

PIT

AL

SP

END

ING

P

LAN

S A

ND

P

RO

JEC

TIO

NS

D

EVLO

PM

ENT

Project/Budget Summary & Priority Setting

Approvals (SMFPC endorsement)

DIFR Budget and Other DASNY Proposals

IDEN

TIFY

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C

AP

ITA

L N

EED

IDEN

TIFY

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FU

ND

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FO

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CA

PIT

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NEE

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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 BuffaloTotal 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

o M. Wile Acquisitiono EOC Land Acquisitiono Clinical and Translational Research Facilityo 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

TOTALSRecurring – $226MOne-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 PLANA 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 students3.5M 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 placesA chance to transform an institutionA way to help the region grow

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Connect and coordinate physical developmentFive year capital planOverall investment levelsNew 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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JUN07

JUL07

AUG07

SEP07

OCT07

NOV07

DEC07

JAN08

FEB08

MAR08

APR08

MAY08

JUN08

JUL08

AUG08

SEP08

OCT08

Building UB: The Comprehensive Physical Plan

NOV08

DEC08

JAN09

FEB09

MAR09

APR09

Vision, Strategic Considerations,

and Guiding Principles

Draft Plan

CampusConcepts

Final Draft Plan

Phasing and Implementation Plan

Public and Internal UB Reviews

State Environmental 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 CALENDARDRAFT

University at BuffaloAcademic/Administrative Calendar

May

June

July

Augu

st

Sept

embe

r

Oct

ober

Nov

embe

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Dec

embe

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Janu

ary

Febr

uary

Mar

ch

April

May

June

July

Augu

st

ImplementationProposal Review and

ApprovalUnit & Campus Outcomes Review/Defining the

Needs/AgendaProposals DevelopmentPhases

Unit Compacts

Tuition/FeesStudent

Consultation

SUNY Tax Budget

Phila

nth

ropy

Budg

et

Dev

elop

men

t

Development

Legi

slat

ive

Age

nda

Dev

elop

men

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

NYS-New York State

SMFPC-Space Management Facilities Planning Committee

Development of UB legislative agenda in

consultation with units (Deans/VP meetings)

UB Advocacy Program/NYS Governor's Budget is developed/Budget

Negotiation/Bill Writing

DASNY-Dormitory Authority of the State of New York

DOB-Division of Budget

SUCF-State University Construction Fund

SUNY-State University of New York

UB-University at Buffalo

UBF-University at Buffalo Foundation

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

Ope

rating

Budg

et D

evel

opm

ent

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

Cap

ital

Budg

et

Dev

elop

men

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

40

WORK WITH THE SENATE

• 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

2007 and Beyond