strategic overview: ub’s annual resource planning …€¦ · 11/09/2019 · •build faculty...
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Faculty Senate Executive CommitteeSeptember 11, 2019
STRATEGIC OVERVIEW: UB’S ANNUAL RESOURCE PLANNING PROCESS 2019-20
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Overarching goal: Enhance UB’s reputation and impact
• Build faculty strength, productivity and impact
• Recruit great students and fulfill their educational expectations
• Provide support structures ensuring faculty and student success
• Create a diverse campus community
• Become an increasingly global university
• Engage our local community to enrich student experience and regional well-being
• Strengthen partnerships for improved regional healthcare outcomes
University Strategic Goals
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BUDGET PICTURE
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Financial CapacityOperating Sources and Uses 2013-22 ($ in M)
• With exception of small enrollment growth & tuition/fee increases, sources are flat.
• Operating expenses, especially due to negotiated salary increases, continue to rise.
CONSTRAINTS• Tuition Rates – set by
SUNY & Board of Trustees
• Broad Based Fees & ACES – set by SUNY Board of Trustees
• Salary Negotiations – set by NYS & specific unions
$664
$716
$739 $743 $751 $765
$775 $782 $784
$661 $669
$709
$736
$761
$790 $802
$823
$600
$650
$700
$750
$800
$850
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Total Sources Projected Sources
Total Uses Projected Uses
$739
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Unit Workforce Planning Analysis ($ in M)
Unit balances from January TYP Submissions, does not include the FY19/20 $14M for retroactive salary increases from State Budget
$694 $730 $724 $740 $756 $756
$694 $698
$758 $787 $804 $805
$219 $281
$247 $200
$153 $104
$-
$100
$200
$300
$400
$500
$600
$700
$800
$900
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22
Sources Uses Carry Forward
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Required to Address Issues
Sources Uses
Operating Expenses
Workforce
External Support (e.g., grants, philanthropy)
Enrollment
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Achieve Operational Excellence and Efficiencies• Continue workforce planning
2020-21 ARPP will have breakouts by funding source for all units (State, RF, UBF)
• ABC data – compare staffing models to peersAnticipating future discussions based on data analysis from ABC that will impact unit workforce planning across campus
• EAB/metricsContinuing to make more informed metric-based decisions utilizing information presented February 2019
• Budget model reviewUpdating overall budget model in next few years to better align sources and uses university-wide
• IFR and ICR policiesLooking to implement stronger overall policies for these two funding sources
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Summary of Financial Capacity
• Like most public research universities, we continue to experience declining/flat state support and are increasingly dependent upon tuition revenue
• Resources are in existing base budgets – how you deploy these resources is critical
• Units are using carry forward for recurring expenses and additional recurring expenses are forthcoming (e.g., unfunded salary increases)
• Without changes, units and central do not have the capacity to incur recurring or unfunded costs in the future
• Must accept that NYS taxpayers have limited ability to support us
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2019-20 INVESTMENT REQUESTS/ DECISIONS
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$764 M
$6 M $5 M
Allocated Operating Budget -$764M
Projected Enrollment Growth -$6M
Projected Tuition RateIncreases and ACES - $5M
Total University Operating Budget 2019-20All Funds $775M
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INVESTING STRATEGICALLY: SUSTAIN, CHANGE, GROW
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Sustaining Programmatic Excellence
• Salary increases allow units to maintain faculty and staff excellence
• Increase instructional facilities/classroom budget
• Invest in operation of Medical Campus
• Crisis Services Advocate
• Build Office of Academic Integrity
• Fund Office of Educational Effectiveness
• Retain undergraduate enrollment expansion infrastructure
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Investments in Deans’ Priority Areas & Excellence Funds
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Enhance Diversity
• SUNY PRODiG
• Develop hiring processes to enhance diversity
• Center for Diversity Innovation Senior Scholars program
• Cultural and research centers for African American, Lantinx, Indigenous Peoples and LGBTQ+ communities
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Increase ResearchActivity and Impact• Laboratory
upgrades/enhancements
• Recurring investment in Research and Economic Development:
o UB Shared Equipment
o Research Support Resources
• Looking at Communities of Excellence moving forward
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Educational Programs:Innovation & Effectiveness
• Extend Center for Educational Innovation
• Online Education: Creation of new markets (SUNY Online)
• Improve student outcomes through Artificial (Assistive) Technology
• PhD Excellence Initiative
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Targeted Enrollment Growth & Support
• Strategically build application pipeline and recruitment efforts
o Masters vs. undergraduate
o Role of nontraditional students/credentials
o Physical infrastructure/repopulate South Campus
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Moving Forward
• We have a responsibility to continue planning and restructuring to align sources/uses and ensure continued strength
• Requires efficiency, growth and philanthropy
• Must work together as a university and target investments to achieve goals and priorities
Questions or comments?