University of Arizona Strategic Business Plan Arizona Board of Regents Presentation April 8, Board of Regents Meeting April 7-8, 2011 Item #25

Transcription

1 University of Arizona Strategic Business Plan Arizona Board of Regents Presentation April 8, 2011 Board of Regents Meeting April 7-8, 2011 Item #25

2 Overview What are we doing Aligning our business plan with the ABOR Enterprise plan Creating a sustainable plan that offers the highest quality and best value for the people of Arizona How we achieve our plan Optimizing business practices Embedding productivity and efficiency metrics in all of our goals Strategically investing What resources are required Capital needs: human and construction Revenue and resources: reallocated and new 2

3 UA Goals Align with ABOR Enterprise Goals Goal 1: Educational Excellence & Access Goal 2: Research Excellence Goal 3: Workforce & Community Goal 4: Productivity Educational Excellence Workforce & Community Research Excellence Productivity 3

4 Meeting the Current Challenges 2008 to present: Quality growth in a period of budget reductions 10% Enrollment Increase Research Awards Up $115 million (31%) 39,000 38,000 37,000 36,000 35,000 34,000 33,000 FY 2008 FY 2011 $500,000,000 $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 FY 2008 FY 2010 Reduced Workforce 7% fewer staff; 8% fewer tenure track faculty; 9% fewer administrators Streamlined Organizational Structure Fewer academic and administrative units 4

5 Operational Productivity and Efficiency $17.4 Million Annual Savings from Increased Efficiencies Millions $0 $1 $2 Parking & Transportation Efficiencies $900 K Purchasing Process Improvements $1 M Outsourced On-Line Transactions $2 M Business Affairs Dept. Mergers & Reorganizations $3 $4 $4 M Millions $0 $1 $2 $3 Construction Process Improvements $1.5 M Utility & Energy Savings $3.5 M IT Server Consolidation $2.5 M IT Consolidation $2 M $4 5

6 Business Plan Productivity and Efficiency Metrics Embedded in Goals Increase Productivity Improve Efficiency Maximize Quality Identify Resources Educational Excellence Research Excellence Workforce & Community Productivity 6

7 Educational Excellence Increase Productivity Increase bachelor s and master s degrees awarded Increase alternative, low-cost pathways Increase degrees awarded to underrepresented minorities Improve Efficiency Improve 4 and 6 year graduation rates Increase course availability and number of online courses Implement budget incentive model for instruction (RCM) Expand use of classroom technology Maximize Quality Identify Resources Increase teaching by tenure-track faculty and Master teachers Increase student-research experiences Increase career-related experiences and internships Increase number of seat classrooms Increase number of tenure-track faculty, advisors, etc. Increase technology (degree tracker, classroom, etc.) Educational Excellence Workforce & Community Research Excellence Productivity 7

8 Educational Excellence: Increase Productivity Increase Number of Bachelor Degrees Number of Bachelor Degrees 7,000 6,000 5,000 4,000 3,000 2,000 1, ,900 6,000 5, Fiscal Year Strategies: Increase enrollment in alternative pathways Increase retention rates 8

9 Educational Excellence: Increase Productivity Increase Enrollment in Alternative Pathways 3000 Pathway Enrollment 2934 Strategies: Increase physical delivery of programs from 8 community-based learning centers now to 15 by Increase enrollment at UA South via partnerships with Community Colleges, Ft. Huachuca, Yuma Proving Grounds and Davis-Monthan Fiscal Year Resources Needed: Leases Additional faculty (including shared faculty) Student support 9

10 Educational Excellence: Increase Productivity Increase Undergraduate Retention Rates 86% 84% 82% 80% 78% 76% 74% Freshmen Resident Retention Rates 86% 79% 79% Fiscal Year Strategies: Increase student use of tutoring in the Think Tank Increase support for students in academic jeopardy Increase number of academic advisors Resources Needed: Expand Think Tank services Increase Number of Success Courses Increase Number of Advisors/SFTE 10

11 Educational Excellence: Improve Efficiencies Improve Graduation Rates 63% 62% 61% 60% 59% 58% 57% 56% 55% 6 Year Graduation Rate 62% 60% 58% Fiscal Year Strategies: Increase enrollment in online courses Increase main campus courses Implement accountability-based instruction Implement new degree tracker tools Implement new early alert system Increase number of larger classrooms Increase use of classroom technologies Resources Needed: New classrooms needed for 2020 goals Degree tracker, early alert tools Additional faculty needed for 2020 goals 11

12 Educational Excellence: Maximize Quality Increase Undergraduate Research and Career-Related Experience 80% 70% 60% 50% 40% 30% 20% 10% 0% Undergraduate Engagement 2009 (NCA Data) 57% Fiscal Year % Strategies: Maximize student/faculty interactions in research Embed career-related experiences in curriculum Resources Needed: Support for student research with faculty Expanded career services 12

13 Research Excellence Increase Productivity Increase total research funding Increase # doctoral degrees awarded Increase # invention disclosures transacted Increase # patents issued & income from intellectual property Improve Efficiency Increase external funding per tenure-track faculty member Target investments to limited number of high-impact research areas Expand shared core facilities for research Maximize Quality National Research University rankings: # honors & awards to faculty # doctoral programs in top 20 # postdoctoral researchers Educational Excellence Research Excellence Identify Resources Additional: competitive faculty salaries research-active faculty lab space administrative support for research Workforce & Community Productivity stipends for graduate students 13

14 Research Excellence: Increase Productivity Increase Research Dollars $1,000 $900 $800 $700 $600 $500 $400 $300 R&D Expenditures ($M) Strategies: $1.2B in total research activity by 2020 Triple biomedical funding to $380M by 2016 Maintain national leadership in Physical Sciences Expand research facilities, including shared core facilities Expand relationships with industry Resources Needed: 100 additional research-intensive faculty by ,000 sq ft of additional space by 2016 for new faculty and for shared core facilities 14

15 Research Excellence: Increase Productivity Create University of Arizona Research Connection (UARC) IP/Licensing team + college embeds subject to ABOR approval New Ventures team & outsource to Proof-of-Concept Centers New Ventures team + IP/Licensing team 15

16 Workforce & Community Increase Productivity Increase community impact Increase diversity of graduates baccalaureate and graduate Increase number of new companies started Improve Efficiency Improve college readiness in K-12 Improve freshman retention rates in high demand fields Increase 4 and 6 year graduation rates in high demand fields Improve access to degrees in high demand fields Maximize Quality Develop K-12 Early Start and STEAM Academies Advance Technology Proof-of-Concept Centers Improve placement of students in Arizona companies Educational Excellence Research Excellence Identify Resources Funds for expanded STEAM Academies AZ K-12 teacher training Outreach College AZ High Schools Gap funding for new UA related start-ups Workforce & Community Productivity 16

17 Workforce & Community: Improve Efficiency Improve access to degrees in high-demand fields Strategies: 45 On-line Degree/Certificate Offerings in High-demand Fields 42 Programs Increase on-line degrees and certificates in high-demand fields reflecting UA strengths Adapt price of degrees to market Programs 22 Programs Add more programs driven by community need (e.g., Intelligence Studies, Systems and Industrial Engineering) Resources Needed: Initial start-up investment; programs ultimately self-sufficient Fiscal Year 17

18 Workforce & Community: Maximize Quality Develop K-12 Early Start and STEAM Academies Arizona High School Students in UA Engineering Fiscal Year 600 Strategies: Increase High School Early Start programs from 13 now to 37 by 2016 Implement Yuma STEAM Academy model and replicate in key underserved locations Resources Needed: Faculty Annual development costs Maintenance 18

19 Challenges Financial Challenges in Executing Business Plan

20 Challenges 600,000 Major Revenue Sources and Student FTE 39, ,000 38,000 Thousands 400, ,000 37,000 36,000 35,000 FTE Students State General Fund 200,000 34,000 Net Tuition Grants and Contracts 100,000 33,000 Gifts & Endowment Revenue FTE Students 0 FY06 FY07 FY08 FY09 FY10 FY11 32,000 20

21 Challenges University of Arizona Change in State Funding per Student since FY2008 $0 FY09 FY10 FY11 FY12 ($1,000) ($2,000) ($3,000) ($4,000) ($5,000) ($6,000) ($7,000) 21

22 Challenges State Support and Tuition Funding Funding Sources Assuming No Further Reductions to State Support beyond FY 12 $78M Cut Assuming State Support Reduced by an additional 20% by FY 2016 FY 11 FY 16 FY 20 FY 11 FY 16 FY 20 State support 42% 27% 23% 42% 23% 19% In-state undergraduate tuition 19% 24% 25% 19% 25% 26% Non-Resident undergraduate tuition 27% 33% 34% 27% 35% 36% Graduate Tuition 10% 11% 12% 10% 12% 13% Differential Tuition and Program Fees 2% 3% 3% 2% 3% 3% Alternative Pathways 0% 2% 3% 0% 2% 3% Total 100% 100% 100% 100% 100% 100% Reflects only the tuition and state components of the total budget. Note: State support is 18% of the overall FY 2011 budget. With no further reductions in state support, this number would decline to 8% by FY If state support is reduced by an additional 20%, this number would decline to 7%. 22

23 Moving Forward The University will continue to extend its educational excellence to an ever-widening pool of students while maintaining its outstanding reputation for cutting-edge research We will continue to manage cost, quality and productivity by: Business process improvement Continuous quality improvement Benchmarking to best practices Strategic investments will continue to drive growth: Capital investments Investments in faculty Continue to work with ABOR to: Embrace mission differentiation across university system Maximize operational flexibility Create new compact with the State 23