board of regents and institutional boards of trustees orientation 07-30-2015

The Leader of the All business and personal presentation template ever

Regent and Trustee Orientation

DAVID L. BUHLER, COMMISSIONER

July 30, 2015

Utah System of Higher Education

Presidential Searches & Evaluations

Unified Budget Process

System Overview

Higher Ed Boards


System Overview


Research Universities•University of Utah (Flagship)

–medical school, law school, pharmacy school, etc.

•Utah State University (Land Grant)– includes regional campuses

Regional Universities•Weber State University•Utah Valley University•Southern Utah University (Arts & Sciences)

•Dixie State University

Community Colleges•Snow College•Salt Lake Community College

Utah’s Eight Public Colleges & Universities


Student Enrollment (Fall 2014)

6

University of Utah

Utah State University

Weber State University

Southern Utah University

Utah Valley University

Dixie State University

Salt Lake Community College

Snow College

0 5,000 10,000 15,000 20,000 25,000 30,000 35,000

28,474

20,572

14,914

6,580

20,850

6,404

19,983

3,237

31,515

27,662

26,266

7,656

31,332

8,570

29,537

4,779

Headcount Budget Related FTE


7

USHE Students

Of Utah high school graduates who enroll in college, attend a USHE institution

Students in Fall 2014 (headcount)

8 out of 10

167,317

New freshmen in Fall 201421,152

Utah high school students enroll in college within 3 years of graduation6 out of

10

32,549 Degrees and Certificates awarded in 2013-14


Board of Regents

Utah System of

Higher Education

Utah Higher Education Assistance Authority

Utah Educational Savings

Plan

Commissioner

Governor Appoints

Senate Approves

Commissioner,Dave Buhler

Vice Chair,France Davis

Chair,Daniel Campbell

Structure of USHE


Institutional Board of Trustees

Institutional

Presidents

Structure of USHE

Governor

Appoints

Senate Approve

s

Board of Regents

Commissioner


Higher Ed Boards


• Influential citizens—bring business and community expertise

• Represent citizens of Utah—the owners of USHE• Appointed by the Governor• Each have a responsibility to support and promote

higher education as a whole and USHE• Trustees also have specific responsibilities for

their own institution

Individual Characteristics


Selection &

Retention of

Presidents

Policy Leaders

hip

Program Approval

Budget &

Facilities Oversigh

t

Commissioner of Higher Education

InstitutionPresidents

State Board of Regents16 appointed by the Governor

StudentK-12

UCAT

3 non-voting


Benefits of Statewide Governance

Greater accountability and transparency

Ease of transfer

Efficiency to avoid unnecessary duplication of programs

Helps control costs

Leverages economies of scale in shared operations (infrastructure, budgeting, etc.)

Power of unity in advocacy – “speak with one voice”


• Approve:– Program approval for new degrees and

certificates (by vote) and other curriculum/program items (by General Consent after staff review)

– All tuition and fees– Appointment and evaluation of Presidents• Trustees have major role

– Budget and Capital Facility recommendations– Property transactions over a certain amount– Statewide policies

Board of Regents - Highlights


• Act with President to ensureeffective operations of theinstitutions

• Statutory responsibility for– Community

Communications– Fundraising– Planning– Alumni Relations– Honorary Degrees

• Provide oversight for budget and existing programs 15

8 appointed by Governor

StudentBody

President

Alumni Associatio

n President

Board of Trustees


• Presidential searches with Board of Regents• Assist Regents with performance evaluation of

Presidents• Approve institutional policies• Implement statewide policies• Master Planning• Review and approval before Board of Regents

– 2nd tier tuition– New programs/degrees & certificates and other

items– Capital facility requests– Property transactions

• Internal Audit• Consults and provides advice to presidents on

auxiliaries and athletics, investments, property, etc.

Board of Trustees - Highlights


• Be informed generally on higher education and other high profile policy & community issues

• Come to meetings prepared– Read materials– Be ready to offer feedback and make

decisions• Keep confidences

Board Member Expectations


• Recognize and respect the difference between policy and administration– Example:

• Appropriate: What are the strategies to encourage more students to successful transition from developmental math to math 1050?

• Inappropriate: Who is teaching remedial math, or how are they teaching it, or where or when is it taught?

• Presidents are responsible for the management and leadership of their institutions including personnel

Helpful Hints

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• Only the Board Chair or CEO (President or Commissioner) speak for the Board, not individual board members

• Chair or President/Commissioner are responsible for making sure their comments on behalf of the board reflect the full or majority of the board

• Any issues with other board members or the President/Commissioner should be raised with the Chair

• Publicly show support for the decisions of the Board, the President/Commissioner– “Privately advise, publicly support”

Helpful Hints


• CEO of the institution responsible for academic quality and financial management

• “Face” of the institution—communication with public, students, faculty, legislature, etc.

• Works with the Council of Presidents and Commissioner as recommendations are developed for the Board of Regents, Legislature and Governor

Presidents


Presidential Searches and

Evaluations


Institutional Presidents – Appointment

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Step 1Regent Chair creates a presidential search committee and appoints a chair from the Board of Regents. The Trustee Chair is the vice chair.

Step 2Search committee conducts search and recommends finalists to the Board of Regents

Step 3The finalists are announced by the Board of Regents and begin meeting with campus groups

Step 5The Regents and Trustee Executive Committee enter into final deliberations

Step 4The Regents and Trustee Executive Committee conduct interviews with the finalists

Step 6Regents vote to select new president


As part of Resource & Review (R&R) Team• 4 members (Trustee Chair and Vice-chair, 2

Regents)• Become familiar and assist Presidents

– Regents get deeper understanding of specific institutions

– 2 meetings per year (Spring & Fall)• Assists Regents with performance evaluation of

Presidents– Informal evaluation (Spring of each year)

• Compensation increase requires positive evaluation

– Formal evaluations are on a schedule every four years• Trustees are consulted

• Presidents share institutional highlights in the Fall R&R

Board of Trustees – Working with R&R Team


Institutional Presidents – Evaluation

Evaluation Committee• Appointed by the Regent Chair upon

recommendation of the President and in agreement with the Commissioner and Regent Vice Chair

• Chaired by an evaluation consultant• Conducts the evaluation among internal and

external key constituents


Unified Budget Process


June-August

Commissioner seeks input from Presidents on priorities

September

Commissioner makes recommendations to Board of Regents for discussion, review and

approval

October Submit to Governor/Legislature

November-

December

Governor forms statewide budget request

December

Legislature’s Executive Appropriations Committee establishes budget parameters

Board of Regents – Unified Budget Process


January-February

Legislature’s Higher Education Appropriations Subcommittee holds hearings, prioritizes

recommendations to Executive Appropriations

March Executive Appropriations Develops budget; Legislature approves

March Governor signs/vetoes

April/May Commissioner’s Office works with institutions and State Division of Finance to execute budget changes

Board of Regents – Unified Budget Process


Typical Components of Unified Budget

Employee Compensatio

n

Merit Increases

Insurance Increases

Capacity/Enrollment

Additional Faculty/Faculty

Support

Additional Advising

Resources

Additional Course

Sections (to reduce

bottlenecks)

Performance

-Completions-Market demand

-Underserved students

-Graduation Efficiency

-Research (UU & USU)

System Priorities

2015 Examples:

-Graduate School

Funding

-Regents’ Scholarship


Performance Funding

Research (UU & USU)

• Approved by Legislature in 2015 (SB 232)• Based on measurable outcomes• To encourage improved performance

Completions

UnderservedStudents

Market Demand

Graduation Efficiency


State-funded projects

• All or part are to be funded from state-appropriated and/or state general obligation (GO) bonds

Non-state-funded projects

• Entirely funded from non-state-funds

• Including revenue bonds issued by USHE

Capital Development (Buildings)

Both types of projects require Board of Regents and Legislative approval


Legislative Affairs

Legislative Affairs• Unified legislative priorities• Commissioner is the voice of the

system and the Board of Regents– Presidents are the voice of the

institutions• Institutional legislative liaisons


THANK YOU.

Your public service is critical

to the success of higher education in Utah.


Questions/discussion

The Leader of the All business and personal presentation template ever

board of regents and institutional boards of trustees orientation 07-30-2015

Education

utah high school students

ushe trustees

board of regents commissioner

ushe institution students

pharmacy school

law school

governor student

community expertise