College-level temporary commitments Temporary commitments are temporary. Temporary funds are temporary. We can’t expect to solve permanent issues with temporary funds—we need to find permanent funds to do so or solve the problem another way. 6 January 7, 2013
State Balance Sheet Impact FY 2015 Conclusion of the Dept of Child Safety Special Session: projected FY 2015 General Fund ending balance of $130M, based on January’s Finance Advisory Committee (FAC) forecast. However, General Fund revenue collections are below $55M below January forecast. FY 2015 projected ending balance is $96M. If July 11 Superior Court K-12 Litigation “base level reset” ruling stands, the FY 2015 balance would become as low as $(220)M. If the Court ultimately to concurs with the plaintiff’s K-12 Litigation - Reset and Back Payments the FY 2015 balance would become as low as $(473)M. FY 2016 Even without the K-12 litigation, the FY 2016 budget was already projected to have a shortfall. At the end of the Special Session, this was low as $(295)M. The second year of “reset” could take this to $(932)M. A second year of back payments would then take the budget balance to $(1.4)B. Budget Stabilization Fund The ending balance estimates do not include the projected $459 million in the Budget Stabilization Fund http://www.azleg.gov/jlbc/K-12InflationFundingLawsuitUpdateR.pdf
Growth without additional state investment “UA administrators will now have to take a new approach……recruit more out-of-state students……focus on entrepreneurship…” “Along with seeking other revenue sources, efficiency will be key…..” “…administrators, faculty and staff will constantly have to reevaluate where they can improve in saving money …to increase the amount of money that goes into the core mission” ‘It’s a new day….we’re constantly going to be surveying ways to redirect resources to our education and research mission”
UA Business Cost Savings & Efficiency FY15--$5.5M permanent savings: Facilities Management: $1.0M reduction in temporary employee expenses $0.2M reduction in employee overtime expenditures $1.05M reduction in utilities costs due to: Aggressive insulation of steam pipes ($0.5M) Raising the chilled water temperature ($0.3M) Replacing air handler filters ($0.25M) Credit Card Services Fee: $3.2M from implementation of credit card service fee—makes UA consistent with ASU & NAU existing practices Savings from prior years: utilities gas contract renegotiation—annual savings estimated for FY14 and future years @ $1.3M multiple refinance & refunding of system revenue bonds during the last 3 years which will result in ~$15M University debt service savings over the next 20 years.
CALS Cost savings will be a continual goal and these savings will be diverted into the critical TR and CES missions
There are “Revenue Responsibility Center Units (RCUs)” and “Cost RCUs”. CALS is the RCU; CALS’ units are not. CALS is a Revenue RCU Budget Cuts will happen to RCUs RCM is T&R ONLY. The vast majority of revenue is from teaching. The CES is not part of RCM The CES is a “tub-on-its-own-bottom” and must pay its costs i.e. new space, activities, increases to base costs.
How CALS allocates funds internally is its own business We can do very well under RCM RCM rewards entrepreneurs: CALS is already entrepreneurial in many places. CALS’ future internal budgeting system is to be defined this semester and this will be a shared governance process. CALS’ internal budgeting system will be activity-based but not RCM
Cost centers must have a continual drive to greater efficiency and effectiveness. All costs must accounted for. Absolute and relative budget cuts will happen to some units as early as FY16. This money will move to other units. Budgets will be aligned with mission-critical revenue generation and the best opportunities. Opportunity costs must be accounted. Investments/disinvestments will be based on equity and not equality.
-$150,000.00-$100,000.00-$50,000.00$0.00$50,000.00$100,000.00$150,000.00$200,000.00$250,000.00 SPS SNRE VSc&M FCS NS ENT AS SWES AREC ABE AgED NET to CALS 5 positive = $595,266 6 negative = $(456,989) $138,276 CALS 2010-2011 undergrad RCM outcome
CALS Cost savings will be a continual goal and these savings must be diverted into the TR and CES missions Investees will be accountable for positive RCM outcomes and Never Settle targets.
“We are busy professionals who focus on the real world and its problems and have little appetite or desire for administrative obstacles”. Peter Ellsworth, CALS
“Never send a human to do a robot's job.” Gentry Lee, Chief Engineer, Interplanetary Flight, Jet Propulsion Labs
College-level temporary commitments Temporary commitments are temporary. Temporary funds are temporary. We can’t expect to solve permanent issues with temporary funds—we need to find permanent funds to do so or solve the problem another way. 28 A. Replacing the Temporary Commitment List with: 1.a Subvention Fund 2.a Strategic Investment Fund B. Changing carry-forward policy January 7, 2013
$0 $20M $40M $60M $80M $100M $120M $140M $160M '9'10'11'12'13'14'15'16'17'18'19'20'21'22'23 Research expenditures, all accts Research expenditures, all accts: Higher productivity only Target prior to Never Settle FY CALS’ research targets
CALS ABOR METRICS TARGETS (Page 6 of CALS21) SUM OF FIRST ITERATION OF UNITS’ ABOR METRICS TARGETS
FY2015 Hiring planning, June 2014 Must be compliant with AZ’s shared governance statutes and the UA’s and CALS' shared governance mores. The rationale for all hiring decisions must include how these fit into Never Settle and will help us meet our ABOR metrics. Because we simply do not have the resources to fund every request, implicit in this hiring plan is the continued need for unit heads to implement the structural changes in their units in both business and academic areas. Hiring must also take account of critical college-level needs in advocacy, branding, communications, compliance, legislative affairs, management, marketing, philanthropy.
Shared Governance FCG Committee Hiring Criteria, June 18, 2013 Hiring to meet strategic planning needs, and meet ABOR’s performance- based funding metrics. Based on 1. Need, 2. Impact and 3. Synergy all of equal importance. Fit into the strategic plans and our land grant mission. Units must estimate the potential impact of a new hire in regard to revenue generation and helping CALS improve in ABOR’s performance- based funding metrics.
State Perm Salary Investment Guiding Principles 1.Existing contractual commitments made by the previous CALS administration. 2.Retention negotiations. 3.Consistent with the unit’s clear vision and consistent with CALS’ and the UA’s strategic directions and so will help CALS improve in ABOR’s performance-based funding metrics. 4.Infrastructure needs especially wrt compliance. 5.Positions that have specific support (e.g. start-up funding) from sources other than college level temporary commitment funds. 6.Positions that support revenue generation including cost recovery. 7.Units that are managing faculty work load distributions optimally, equitably and transparently. 8.Support cross cutting activities. 2014 Guidelines used by EC
Strategic Faculty Hiring Plans, Provost memo May 13, 2014....plans and collaborations on hiring will be guided by the priorities set out in our Never Settle strategic plan....considering some limited strategic investments in interdisciplinary strategic priority areas (small cluster hire)....hiring plan demonstrates a clear and strong alignment between the strategic plan of the relevant department/school, your college strategic plan and Never Settle....plan considers carefully the balance between meeting the day-to-day operations of your units with the significant opportunities in the strategic plan.
Provost memo continued. Guiding Questions: How will the proposed hire contribute to engaging students? o How will your hire help develop innovative and inclusive online, experiential, and other research-based learning initiatives? o How will the faculty member contribute to engaging and graduating a diverse student body in critical high demand fields? How will the proposed hire contribute to innovating research? o How will the faculty member help increase research awards, develop alternative sources of funding, and build on areas where we have established or emerging strengths, including nationally-ranked graduate programs? o How will the hire contribute to interdisciplinary strengths in areas that have been prioritized for investment? How will the proposed hire help us expand partnering with community and business groups? o How will the faculty member contribute to tech transfer, business start-ups, and strategic collaborations that address local issues and global challenges? How will the proposed hire contribute to fostering interdisciplinary synergies across colleges and units? o How will your hire add to our distinctive strengths in diversity, including interdisciplinarity, as a cross-cutting catalyst to spark innovation and increase our competitive advantage across the University?
ACBS ABE AREC Ag Ed ENTO FCS NS SPS SNRE SWES 0% 5% 10% 15% 20% 25% 30% 35% 0%5%10%15%20% Instructional Budget vs CALS Undergraduate Enrollment Proportion of CALS Instructional budget Proportion of CALS Undergraduate Enrolment NS2.5 FCS1.7 ACBS1.7 AREC1.1 SWES0.6 Ag Ed0.5 SNRE0.3 ABE0.3 SPS0.2 ENTO0.0
ACBS ABE AREC Ag Ed ENTO FCS NS SPS SNRE SWES 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 0%5%10%15%20%25% AREC2.86 SNRE2.54 SWES1.85 ABE0.73 ACBS0.57 NS0.54 Ag Ed0.42 SPS0.39 FCS0.14 ENTO0.00 Instructional Budget vs CALS Masters Enrollment Proportion of CALS Instructional budget Proportion of CALS Masters Enrolment
ABE AREC AgEd ACBS Ento FCS NSC PS SNRE SWES 0% 5% 10% 15% 20% 25% 30% 0%5%10%15%20%25%30% Share of Total Res Perm $ MTDC Expenditures Direct research expenditures (MTDC) vs Res $ Unit Res/inves tment FCs 3.0 AGED 2.5 NSc 1.6 SNRE 1.3 PS 1.1 ENTO 0.8 SWES 0.8 ACBS 0.6 ABE 0.2 AREC 0.2
ACBS ABE AREC Ag Ed ENTO FCS NS SPS SNRE SWES 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 0.0%5.0%10.0%15.0%20.0%25.0% Research Budget vs CALS PhD Enrollment Proportion of CALS Res $ Proportion of CALS PhD Enrolment FCS5.12 Ag Ed5.09 SWES1.85 SNRE1.13 ABE1.01 SPS0.56 NS0.47 ACBS0.44 ENTO0.26 AREC0.00
IDC Return per Research FTE--to UA (Blue) and to CALS (Red) Jan-March 2014
ABE ACBS AREC AGED ENTO FCS NSc SNRE PS SWES 0% 5% 10% 15% 20% 25% 30% 0%5%10%15%20%25%30% IDC return vs Res FTE Unit IDC /FTE ACBS1.69 SNRE1.61 ENTO1.29 FCs1.20 NSc1.08 PS0.93 SWES0.84 AGED0.65 ABE0.49 AREC0.03 Share of Total Perm Research Base (state & fed-formula funds) FY12-14 proportion of CALS IDC
ACBS ABE AREC Ag Ed ENTO FCS NS SPS SNRE SWES 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 0.0%5.0%10.0%15.0%20.0%25.0% CA$H I$ KING: Total Budget vs Soft $ NS2.74 FCS2.07 Ag Ed2.01 SWES1.99 SNRE0.98 ACBS0.85 ENTO0.76 SPS0.13 ABE0.12 AREC0.04 Share of Total Perm Research Base (state & fed-formula funds) Proportion of “soft” money in unit
Philanthropic Potential Unit Head commitment and ability
State of CALS State of AZ Never Settle/RCM Leadership goals for semester
Leadership goals to be completed by end of fall ‘14 semester 1.All unit business centers to be operating optimally. Ratje, Unit Heads 2.Finalize unit targets and begin measuring outcomes from investments. Unit heads, Associate Deans 3.Recommend activity-based business model for operating the college. Academic unit heads and Faculty Council separately. 4.AZ Experiment Station (ES) strategic plan and ES unit plans. Burgess, Silvertooth, ES unit heads. 5.Update strategic plans. All administrative unit heads. 6.CALS’ component of legislative plan. Burgess and UA central administration. 7.Find administrative cost savings and performance increases with positive revenue balance. Deans, unit heads and Faculty Council.
“We are busy professionals who focus on the real world and its problems and have little appetite or desire for administrative obstacles”. Peter Ellsworth, CALS http://www.azcentral.com/story/life/food/2014/06/27/gmo-debate-injects-emotion-food-science/11570903/
CALS Business Services: A Synergistic Vision to Enable Engagement, Innovation & Partnering August 21, 2014
Guiding Principles of Change Change is constant and rapid. Business is a touch point for all activities. Business Services must transform or it will stifle the growth of CALS. Change is constant and rapid. Business is a touch point for all activities. Business Services must transform or it will stifle the growth of CALS. Business Services embraces, values, and nurtures: stewardship of the public trust; professionalism, planning, and management; efficiency and effectiveness; technical competence, lifelong learning, and accountability; a culture of ut prosim (selfless service); a culture of continuous improvement and innovation in the business operations of the college; the diversity of units and their geographic locations across the state; connection to and integration of the land grant missions; and transparency in financial information and decision-making. 51
Macro Environmental Change 52 Competition in Higher Education Global Marketplace Growth of Private Universities Driving Lower Cost Education Options Changing Demographics of Students Non-traditional Students Career Readiness, Applied Education Financing of Public Education Public vs. Private Good: Privatizing Public Education? Healthcare Squeezes Out Other Budget Items
Source: State Higher Education Finance: FY 2013, SHEEO
Court orders to fund pension and healthcare plans accounts for some of the increases in IL, ND, and WY
The major market for UA non-resident students is losing enrollment due to high tuition prices - CA
We Have Choices… Will we be the victims of these financial realities? Business as usual is a recipe for mediocrity at best The given resources must yield greater value Innovation is required (Ideas + Implementation = Innovation) 58
The Business Culture “Nothing is less productive than to make more efficient what should not be done at all.” - Peter Drucker, Management Consultant and Author Administrative Review of ALL College Business Procedures and Policies – get rid of those that yield little or no value Working with Unit Heads; Shared Business Centers Created Family Consumer Sciences, Ag Resource Economics, and Ag Education Nutritional Sciences and Ag Biosystems Engineering Regional Extension Business Offices: Yavapai, Mohave, Coconino & Yuma, YAC, La Paz & Cochise, Greenlee Dotted Line Reporting Relationship to All Academic Business Officers Professional development and training for business staff college- wide Accountability for ALL to Meet High Expectations 59
Linking Performance to Expectations Quarterly Allfunds Budgets Every unit prepares quarterly budgets Enables meaningful financial conversations between unit leaders, faculty, and business officers Develops financial literacy and accountability Projects and avoids deficits Deepens the concept of tradeoffs and improves decision making when resources are limited Integrates programmatic and financial planning Transparency of Data Allows All of Us to be Owners 60
Allfunds Budgets, June 2014 61 FY15 forward is a projection
Responsibility Centered Management (RCM) UA budget model that links College productivity and efficiency to the budget it receives Revenues: SCH, Majors, Degrees, Research IDC Expenses: Administration, Space, Support Offices Subvention & Investments: Historical Subsidies and UA-Controlled Strategic Investment Pool 62
Colleges are the Revenue or Responsibility Centers (RCUs) Volatility requires RCUs hold reserves ~$1.8 million, 3-5% RCUs must meet revenue projections, repay prior deficits, and live within its means Each RCU must develop its own internal allocation process with units Facilities and central administrative offices are Cost Centers paid for by taxing the RCUs ERE must be managed locally and increases planned for Compact: Ownership of revenues in exchange for financial responsibility for costs Responsibility Centered Management (RCM) 63
RCM – Why & Impacts? Incentivizes entrepreneurship Drives efficiency of operations Improved decision making due to linkage between decision and financial outcome Increases transparency Elevates the primary importance of data quality and reliability Leadership stakes and expectations are higher at the College and Unit Levels! 64
Strategic Vision Will CALS be relevant and: Instruction: A primary choice for students? Research: A leading partner for sponsors and innovation? Extension: Of mutual interest with and impactful for stakeholders and the public? Development: Worthy of investment from donors? UA Partners: Worthy of investment from our UA Partners? Entrepreneurship/RCM is Optimism. Every employee in CALS contributes to answering these questions. These questions will shape the College into the future. 66
“If you do not change direction, you may end up where you are heading.” -Lau Tzu, Chinese Philosopher and Poet 67
Agricultural and Life Sciences Research: A Path to the Future Parker Antin CALS Associate Dean for Research August 22, 2014 68
Agricultural and Life Sciences Research: A Path to the Future 69 Research and the Land Grant Mission Public Support for Research and Education CALS Research Overview Research Vision and Strategic Plan
History of the Land Grant Mission 70 1862---Morrill Act Established the Land Grant Colleges “to focus on teaching of practical agriculture, science and engineering and military arts...” 1887—Hatch Act Established the Experiment Stations “to promote scientific investigation and experiments respecting the principles and applications of agricultural science…bearing directly on the agricultural industry of the U.S....” 1914—Smith-Lever Act Established Cooperative Extension Services “ In order to aid in diffusing among the people of the United States useful and practical information on subjects relating to agriculture, home economics, and rural energy, and to encourage the application of the same...”
77 CALS Sponsored Projects Activity (Grants and Contracts Expenditures) 2000-2014 $46M $23M $39.7M 2000-2014 45% Inflation Adjusted Increase in Expenditures 17% Decrease in Research FTE -13.7%
78 We are in an era of diminishing public support for education and research. CALS significantly expanded research from 2000 to 2014; the most financially challenging period since the 1930s. Two Realities: Challenges Opportunities
Faculty are Talented and Diverse Natural “Centers” of Excellence We are Lean! CALS Administration Embraces Positive Transformation A Future Focused and Developing Infrastructure 79 CALS Strengths
81 Vision CALS Research 2014-2024 To be the most important driver in Arizona's economy and the world's top college in 21st century agriculture, life sciences, and commerce. -------------------- Anywhere ….pound for pound
82 OVERALL CALS RESEARCH EXCELLENCE GOAL: DOUBLE RESEARCH BY 2020 ON CURRENT RESOURCE BASE Strategic Plan
Six Focus Areas of CALS 1. Environment, Energy and Natural Resources: ABE, SWES, SNRE, PLS 2. Plant, Insect and Microbial Systems: ENT, SPS, ACBS, SWES 3. Health and Food Safety: ACBS, NSC, PLS, SWES 4. Families and Communities: FCS, SWES 5. Animal Systems: ACBS 6. Commerce: AREC, ABE, AGE, FCS 83 STRATEGIC GOAL ONE: BUILD ON EXISTING RESEARCH STRENGTHS Accomplished through: Strategic Hires, Strategic Investment, Building Infrastructure to Conduct Large/Complex Research Projects.
85 STRATEGIC GOAL TWO: IDENTIFY AND INVEST IN CALS RESEARCH INFRASTRUCTURE NEEDS
SPS and ORCA Grants and Contracts Pre Award Regulatory Support Complex Proposal Support CALS Research Administration Services Training/Workshops Web Portal UA Research Development Office Commercialization Tech Launch AZ Bio5 VPR University Liase/ Knowledgebase
Sangita Pawar, PhD, MBA 87 Assistant Dean for Research Administration Hire was Revenue Neutral
CALS Research Administration Services SPS and ORCA Grants and Contracts Pre Award Regulatory Support Complex Proposal Support Training/Workshops Web Portal UA Research Development Office Commercialization Tech Launch AZ Bio5 VPR University Integration/ Knowledgebase Mission: to maximize research productivity “reduce the friction” “identify your pain points”
89 Pilot Research Workshop---TOMORROW (August 22) CALS Poster Session---November 10 CALS Research Forum---Spring Term 2015 Research Essentials Series---Begins September 5 Some of the Events Planned to Date:
90 Cyberinfrastructure STRATEGIC GOAL TWO: IDENTIFY AND INVEST IN CALS RESEARCH INFRASTRUCTURE NEEDS “....the most cyber-savvy CALS in the US”
91 The iPlant Collaborative Community Cyberinfrastructure for Science
92 Research Administration Services Office Staff Lorinda Mills Bruce Schumaker Glenda Thompson Renee Ammonds Renae Nelson Sangita Pawar Zaida Zalbidea Jennifer Smith Alma Enciso Randy Ryan