UB 2020: A Progress Report A Joint Meeting with the Faculty Senate Academic Planning & Budget Priorities Committees 1
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 2
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
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
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
REVIEW PROCESS – STRATEGIC STRENGTHS Assessment: Input gathered from all constituents (students, faculty, Deans, Provost) Strategic Strength Strategic Assess Sunrise Strengths issues/problems Modified in implementation Provost and Recommend Emerging Deans Changes Areas Implement to FAC, CC Changes & Provost Strategic Strength Institutionalization or Sunset 6
EXAMPLES OF PROGRESS TO DATE r e p t n a e P d m r e e d e t s t e p s i i h t v e a t W e v i p m R n e b I t i u h S W Integrated Nanostructured Systems Molecular Recognition/Bioinformatics Extreme Events Information and Computing Technology Artistic Expression and Performing Arts Cultures & Texts Civic Engagement & Public Policy Health & Wellness Progress 7
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
STRATEGIC STRENGTH INVESTMENTS Strategic Strength Recurring Commitments through 2008/09 (In $000’s) Unit Central 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 9
IMPROVING THE UG STUDENT PROFILE & DIVERSITY % OUT OF % UNDER- 1 1 2 2 2 1 YEAR SELECT 1 YIELD 1 HS AVG 2 SAT 2 STATE/INTL 2 REPRESENTED 1 (all domestic) (all domestic) F1999 74% 29% 89 1137 4.1% 14.1% F2001 63% 30% 90 1156 6.1% 12.5% F2003 62% 33% 91 1164 7.1% 9.2% F2005 56% 31% 91 1185 12.8% 11.7% F2007 52% 32% 92 1193 15.2% 11.6% 1 Calculated on all admitted and enrolled freshmen. 2 Calculated on all regularly admitted enrolled freshmen. Source: Office of Admissions 10
FRESHMAN PERCEPTIONS – THEIR KEY SKILLS Figure 1. 2007 freshmen rate themselves more highly than past entering classes on key skills Academic ability Drive to achieve Cooperativeness Understanding of others Leadership 2003 Creativity 2005 2007 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
FRESHMAN PERCEPTIONS – WHY UB? Figure 2. 2007 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 2003 Financial aid offers from UB 2005 National rankings 2007 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
FRESHMAN PERCEPTIONS – EXPECTED ENGAGEMENT WITH UB Figure 3. 2007 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 2003 Participate in community or volunteer service 2005 Study abroad 2007 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
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: http://discoveryseminars.buffalo.edu 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
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
HR TRANSFORMATION • HR Transformation effort • Three Phase Transformation Initiative uncovered the following facts – 1. Create a new HR delivery model about HR services at UB • Reduce the number of points of HR delivery from 61 to 3 – Highly decentralized / • Reorganize central HR inconsistent practices and • Add more HR technology (automate recruiting, PTF, policies Time and Attendance) – Largely administrative • Add new strategic service (OD&T, Compensation) – Delivered through manual – 2. Build foundations for delivering high value HR services processes to the campus – Little or no strategic HR • Meaningful training and development offerings – Best practices are not modeled • Employee wellness program – Lack of effective HR measures, • Employee Assistance Program metrics and reporting • Employee volunteer program standards • Improved performance management – HR services and roles not fully • New guidelines for flexible/alternative working understood relationships – Environment of High Risk • 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
PRE AND POST AWARD TRANSFORMATION Findings Objectives Transformation Actions – Roles and responsibilities of – Reduce administrative burden – Merge Grants and Contracts SPA and GCS not clearly on PI’s in applying for and Administration and Sponsored defined and differentiated administering contracts and Programs Administration grants – Responsibilities pass back – Create three life cycle teams and forth between SPA and – Create a single entity to provide aligned to PI’s – supported by a GCS during project life administrative support services central office history - from concept to close out – Have the new organization – Staff knowledge should be – Create a “one stop shopping” report jointly to the VP broader and deeper approach for sponsored Research and the EVP Finance – Process stove piping leads program support and Operations to inefficiencies – Deliver services as close to the – PI’s lack ease in accessing PI as feasible and using services – Provide full service to PI’s with – Processes, services and topic knowledge and expertise systems need integration – Ensure that processes are seamless to the PI – Have clearly defined roles, responsibilities and accountabilities 17
RESOURCE MANAGEMENT: NEW THINKING TO FROM 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 18
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