the university’s structure and governance

The University’s The University’s Structure and Structure and GovernanceGovernanceDr. Robert F. PackDr. Robert F. Pack

Vice Provost for Academic Vice Provost for Academic Planning and Resources Planning and Resources

ManagementManagement

The University's Structure and Governance

Commonwealth System of Commonwealth System of Higher EducationHigher Education

• Pitt is part of the Pitt is part of the Commonwealth System Commonwealth System of Higher Education,of Higher Education,including:including:– ““State-owned” institutions;State-owned” institutions;– ““State-aided” institutions;State-aided” institutions;– Community colleges; andCommunity colleges; and– ““State-related” institutionsState-related” institutions

• Each sector has a unique missionEach sector has a unique mission



• State-owned institutionsState-owned institutions The State System of Higher The State System of Higher Education has its roots from theEducation has its roots from theState Normal Schools and teacherState Normal Schools and teachercolleges. The School Code of 1911 colleges. The School Code of 1911 called for the purchase of normalcalled for the purchase of normalschools, and by 1921, the present configuration of the 14 state-schools, and by 1921, the present configuration of the 14 state-owned institutions was established. In 1982, Act 188 was owned institutions was established. In 1982, Act 188 was

signedsignedinto law establishing the Pennsylvania State System of Higherinto law establishing the Pennsylvania State System of HigherEducation on July 1, 1983, including the 13 former state Education on July 1, 1983, including the 13 former state

collegescollegesand Indiana University of Pennsylvania. and Indiana University of Pennsylvania.



• State-aided institutionsState-aided institutionsThe State-aided institutions have been granted The State-aided institutions have been granted their status through the offering of programs their status through the offering of programs that have been deemed to meet the “public that have been deemed to meet the “public interest” and are not being met by a State-interest” and are not being met by a State-supported institution and receive a direct supported institution and receive a direct Commonwealth appropriation. This Commonwealth appropriation. This designation presently includes eight institutions designation presently includes eight institutions emphasizing certain medical, technological and emphasizing certain medical, technological and arts specialties, such as: Drexel University, arts specialties, such as: Drexel University, Pennsylvania College of Optometry, Pennsylvania College of Optometry, Philadelphia College of Osteopathic Medicine, Philadelphia College of Osteopathic Medicine, Thomas Jefferson University, the University of Thomas Jefferson University, the University of Pennsylvania, and the University of the Arts.Pennsylvania, and the University of the Arts.



• Community CollegesCommunity CollegesCommunity colleges were officiallyCommunity colleges were officiallyauthorized by The Community authorized by The Community College Act of 1963 to establishCollege Act of 1963 to establishinstitutions offering two-year,institutions offering two-year,postsecondary, college parallel,postsecondary, college parallel,certificate granting, associate degrees or adult education certificate granting, associate degrees or adult education

programsprogramswithin reasonable commuting distances of every citizen of thewithin reasonable commuting distances of every citizen of theCommonwealth. There are currently 14 community colleges Commonwealth. There are currently 14 community colleges

ininPennsylvania.Pennsylvania.



• State-related institutionsState-related institutions -- -- The Pennsylvania State UniversityThe Pennsylvania State University was was chartered in 1855 as the Farmers’ High School chartered in 1855 as the Farmers’ High School of Pennsylvania. It broadened its mission of Pennsylvania. It broadened its mission through the Morrill Land-Grant Act and through the Morrill Land-Grant Act and became The Pennsylvania State University in became The Pennsylvania State University in 1953. It now has 24 locations statewide.1953. It now has 24 locations statewide.



• State-related institutionsState-related institutions -- The Pennsylvania State University-- The Pennsylvania State University -- -- Temple UniversityTemple University was chartered as Temple was chartered as Temple College in 1888, was incorporated as Temple College in 1888, was incorporated as Temple University in 1907, and was granted state-University in 1907, and was granted state-related status by the legislature in 1965. related status by the legislature in 1965. Today, Temple University has five campuses in Today, Temple University has five campuses in central and North Philadelphia, and its nearby central and North Philadelphia, and its nearby suburbs, as well as campuses in Harrisburg suburbs, as well as campuses in Harrisburg and international campuses in Rome and Japan. and international campuses in Rome and Japan.



• State-related institutionsState-related institutions -- The Pennsylvania State University -- The Pennsylvania State University -- Temple University-- Temple University -- -- The University of PittsburghThe University of Pittsburgh was was established as The Pittsburgh Academy by a established as The Pittsburgh Academy by a charter of the Pennsylvania legislature in charter of the Pennsylvania legislature in 1787. It was a private institution through 1787. It was a private institution through much of its history. The current name was much of its history. The current name was designated in 1908. State-related status was designated in 1908. State-related status was granted to the University in 1966. Today, the granted to the University in 1966. Today, the University of Pittsburgh system consists of its University of Pittsburgh system consists of its 132-acre main campus, located in the 132-acre main campus, located in the Oakland section of Pittsburgh, and regional Oakland section of Pittsburgh, and regional campuses in Bradford, Greensburg, campuses in Bradford, Greensburg, Johnstown, and Titusville.Johnstown, and Titusville.



• State-related institutionsState-related institutions -- The Pennsylvania State University -- The Pennsylvania State University -- Temple University-- Temple University-- The University of Pittsburgh-- The University of Pittsburgh -- -- Lincoln UniversityLincoln University was chartered in was chartered in 1854 as the Ashmun Institute as “the 1854 as the Ashmun Institute as “the first institution found anywhere in the first institution found anywhere in the world to provide a higher education in world to provide a higher education in the arts and sciences for male youth of the arts and sciences for male youth of African descent.” Lincoln was granted African descent.” Lincoln was granted state-related status in 1972.state-related status in 1972.


Commonwealth FundingCommonwealth Funding• The Commonwealth The Commonwealth

provides the University provides the University an annual an annual appropriation. In FY appropriation. In FY 2003, these funds 2003, these funds amounted to amounted to $154,369,000, or 28% $154,369,000, or 28% of the operating budget. of the operating budget. In terms of overall In terms of overall impact, however, the impact, however, the total appropriation total appropriation accounts for only 13% accounts for only 13% of the total revenues of of the total revenues of the University.the University.

FY 2003FY 2003BudgetBudget

Educational & GeneralEducational & General $ $ 143,982,00143,982,00

00Dental ClinicDental Clinic 1,083,0001,083,000Public Health PracticePublic Health Practice 263,000263,000Rural Ed OutreachRural Ed Outreach 962,000962,000Disadvantaged Disadvantaged StudentsStudents

337,000337,000

Lab Improvements & Lab Improvements & EquipEquip

2,375,0002,375,000

Information Information TechnologyTechnology

2,375,0002,375,000

Student Life InitiativesStudent Life Initiatives 475,000475,000Program InitiativesProgram Initiatives 2,517,0002,517,000TOTAL OPERATINGTOTAL OPERATING $ $

154,369,00154,369,0000

Academic Administration Academic Administration StructureStructure

• The Board of Trustees oversees University governance.The Board of Trustees oversees University governance.• The Chancellor has authority on all planning and The Chancellor has authority on all planning and

budgeting.budgeting.

Vice Chancellor,Vice Chancellor,Budget & ControllerBudget & Controller

Vice Chancellor,Vice Chancellor,Institutional AdvancementInstitutional Advancement

Executive ViceExecutive ViceChancellorChancellor

Senior Vice Chancellor,Senior Vice Chancellor,Health SciencesHealth Sciences

Senior Vice ChancellorSenior Vice Chancellorand Provostand Provost

Secretary,Secretary,Board of TrusteesBoard of TrusteesChancellorChancellor

Board of TrusteesBoard of Trustees

Academic Administration Academic Administration StructureStructureSenior Vice ChancellorSenior Vice Chancellor

and Provostand Provost

School/College DeansSchool/College Deans FASFAS CGSCGS BusinessBusiness EducationEducation Engineering Engineering LawLaw GSPIAGSPIA Social WorkSocial Work Information SciencesInformation Sciences

Regional PresidentsRegional PresidentsBradfordBradford

GreensburgGreensburgJohnstownJohnstownTitusvilleTitusville

DirectorsDirectors AdmissionsAdmissions CIDDECIDDE Technology MgtTechnology Mgt OMETOMET University PressUniversity Press CSSDCSSD Office of ResearchOffice of Research RegistrarRegistrar

Center DirectorsCenter DirectorsLibrariesLibrariesUCSURUCSURLRDCLRDCUCISUCIS

Academic Administration Academic Administration StructureStructure

Senior Vice ChancellorSenior Vice ChancellorHealth SciencesHealth Sciences

School DeansSchool Deans Dental MedicineDental Medicine NursingNursing PharmacyPharmacy Public HealthPublic Health MedicineMedicine Health & Rehabilitation SciencesHealth & Rehabilitation Sciences

Other AreasOther AreasResearch and Clinical ResearchResearch and Clinical Research

Biomedical InformaticsBiomedical InformaticsExternal RelationsExternal Relations

Health Sciences AdvancementHealth Sciences AdvancementContinuing EducationContinuing Education

Center DirectorsCenter DirectorsHealth Sciences LibrariesHealth Sciences Libraries

Western Psychiatric Institute & ClinicWestern Psychiatric Institute & ClinicUniversity of Pittsburgh Cancer InstituteUniversity of Pittsburgh Cancer Institute

Laboratory Animal ResourcesLaboratory Animal Resources


Collegiality and Shared Collegiality and Shared GovernanceGovernance

• The University has a wide range of The University has a wide range of organizations that participate in organizations that participate in governance activitiesgovernance activities– University SenateUniversity Senate– Staff Association CouncilStaff Association Council– Student governmentsStudent governments– Advisory groups and review committeesAdvisory groups and review committees– Faculty in academic units determine Faculty in academic units determine

curriculum, graduation requirements, curriculum, graduation requirements, approve the granting of degrees, etc. through approve the granting of degrees, etc. through the authority granted them by the Board of the authority granted them by the Board of Trustees.Trustees.



• University Senate consists of full-time University Senate consists of full-time faculty, selected administrators, student faculty, selected administrators, student and staff representatives, and others.and staff representatives, and others.

• Senate CouncilSenate Council is composed of elected is composed of elected faculty members and representatives of faculty members and representatives of the administration, students, and staff.the administration, students, and staff.

• Faculty AssemblyFaculty Assembly is a representative body is a representative body of elected faculty.of elected faculty.

• http://http://www.pitt.edu/univsenate/index.htmlwww.pitt.edu/univsenate/index.html

http://www.pitt.edu/univsenate/index.html

http://www.pitt.edu/univsenate/index.html



• Standing committees of the Standing committees of the University Senate span a wide range University Senate span a wide range of issues.of issues.– Admissions and Student AidAdmissions and Student Aid– Anti-discriminatory PoliciesAnti-discriminatory Policies– AthleticsAthletics– Benefits and WelfareBenefits and Welfare– Budget PoliciesBudget Policies– Bylaws and ProceduresBylaws and Procedures– Commonwealth RelationsCommonwealth Relations– Community RelationsCommunity Relations

– Computer Usage Computer Usage – Educational PoliciesEducational Policies– LibraryLibrary– Plant Utilization and Plant Utilization and

PlanningPlanning– Student AffairsStudent Affairs– Tenure and Academic Tenure and Academic

FreedomFreedom– University PressUniversity Press



• The purpose of the Senate is to create and The purpose of the Senate is to create and maintain communication channels among maintain communication channels among University constituencies.University constituencies.

• Recommendations from Senate bodies are made Recommendations from Senate bodies are made to the Chancellor or other appropriate officer.to the Chancellor or other appropriate officer.

• The Senate Budget Policies Committee has a The Senate Budget Policies Committee has a unique role in planning and budgeting.unique role in planning and budgeting.

• Each academic unit in turn has its own traditions Each academic unit in turn has its own traditions and structures of academic administration that and structures of academic administration that embody the institutional commitment to embody the institutional commitment to collegiality and shared governance.collegiality and shared governance.



• The Staff Association Council is a The Staff Association Council is a representative body of elected staff that representative body of elected staff that address issues relating to salaries, address issues relating to salaries, benefits, safety, grievance, and benefits, safety, grievance, and affirmative action, among others.affirmative action, among others.

• Student groups are those representing Student groups are those representing undergraduates, CGS students, and undergraduates, CGS students, and graduate and professional students.graduate and professional students.

• http://http://www.pitt.eduwww.pitt.edu/~sac//~sac/

http://www.pitt.edu/~sac/




Management Decision Management Decision MakingMaking

• The University has management processes that The University has management processes that oversee faculty promotions, new program oversee faculty promotions, new program development, etc.development, etc.

• The Planning and Budgeting System (PBS) is the The Planning and Budgeting System (PBS) is the principal structural guideline governing decision principal structural guideline governing decision making as it relates to major strategic budgetary making as it relates to major strategic budgetary issues at the University.issues at the University.

• PBS was created in 1992 to:PBS was created in 1992 to:– increase openness and sharing of information;increase openness and sharing of information;– expand participation in the decision making process, and expand participation in the decision making process, and

accountability;accountability;– improve the ability of administrators, faculty, staff, and students improve the ability of administrators, faculty, staff, and students

to make sound decisions; andto make sound decisions; and– enhance the University by setting and achieving higher enhance the University by setting and achieving higher

performance standards.performance standards.


Strategic Goals & Strategic Goals & Allocation of ResourcesAllocation of Resources

• The Board of Trustees develops the goals of The Board of Trustees develops the goals of the institution.the institution.

• Each unit at each organizational level of Each unit at each organizational level of the University provides more specificity to the University provides more specificity to the institutional goals.the institutional goals.

• Resources are then allocated in support of Resources are then allocated in support of unit goals.unit goals.

• The essence of planning and budgeting is The essence of planning and budgeting is the balance between “top-down” and the balance between “top-down” and “bottom-up” management decision making.“bottom-up” management decision making.


University Budget University Budget ProcessProcess

• Like goal-setting, budgeting at the University is a Like goal-setting, budgeting at the University is a strategic process.strategic process.

• In one stream, the operational budgets of units derive In one stream, the operational budgets of units derive from an upward flow, as departmental budgets come from an upward flow, as departmental budgets come together to create unit and responsibility center budgets.together to create unit and responsibility center budgets.

• In the other stream, the University Planning and In the other stream, the University Planning and Budgeting Committee recommends annual institutional Budgeting Committee recommends annual institutional budget parameters to Chancellor. budget parameters to Chancellor.

• For example, the UPBC recommends incremental For example, the UPBC recommends incremental compensation increases and functional applications, compensation increases and functional applications, while the units determine how salary funds will be while the units determine how salary funds will be distributed to individual faculty and staff.distributed to individual faculty and staff.



• The UPBC develops annual parameters with regard to The UPBC develops annual parameters with regard to major revenue and expenditure components.major revenue and expenditure components.

• For example, tuition revenues are determined to provide For example, tuition revenues are determined to provide revenues, but within an environment of maintaining access revenues, but within an environment of maintaining access (i.e. scholarships, competition, differential tuition rates, (i.e. scholarships, competition, differential tuition rates, etc.) etc.)

• As another example, funds for salary increases are As another example, funds for salary increases are recommended to keep the University competitive, but in an recommended to keep the University competitive, but in an environment of constrained revenues and other budgetary environment of constrained revenues and other budgetary demands. These other needs include strategic investments demands. These other needs include strategic investments in academic priorities, student life enhancements, in academic priorities, student life enhancements, equipment, information technology development, utilities equipment, information technology development, utilities costs, and insurance increases, among others.costs, and insurance increases, among others.


FY 2003FY 2003 ($ ($ thousands)thousands)

UnrestrictUnrestricteded

RestrictedRestricted TOTALTOTAL

Tuition & FeesTuition & Fees $ 360,261$ 360,261 $ 0$ 0 $ 360,261$ 360,261State State AppropriationAppropriation

171,932171,932 00 171,932171,932

Federal, State & Federal, State & Local Grants & Local Grants & ContractsContracts

96,51596,515 322,665322,665 419,180419,180

Gifts, Private Gifts, Private Grants & Grants & ContractsContracts

12,64412,644 65,72965,729 78,37378,373

Endowment Endowment IncomeIncome

8,0968,096 16,40716,407 26,50326,503

Sales & ServicesSales & Services 43,41143,411 11,06511,065 54,47654,476Total E&GTotal E&G $ 692,859$ 692,859 $ 415,866$ 415,866 $ 1,108,725$ 1,108,725Auxiliaries & Auxiliaries & OtherOther

130,787130,787 24,86124,861 155,648155,648

TOTAL TOTAL REVENUESREVENUES

$ $ 823,646823,646

$440,727$440,727 $1,264,37$1,264,3733


FY 2003FY 2003 ($ thousands) ($ thousands) UnrestricteUnrestrictedd

RestrictedRestricted TOTALTOTAL

InstructionInstruction $ 259,374$ 259,374 $ 55,258$ 55,258 $ $ 314,632314,632

ResearchResearch 47,46647,466 316,598316,598 364,064364,064Public ServicePublic Service 7,3927,392 11,91711,917 19,30919,309Academic SupportAcademic Support 96,26096,260 12,98112,981 109,241109,241Student ServicesStudent Services 61,42561,425 4,8614,861 66,28666,286Institutional SupportInstitutional Support 72,24872,248 27,54727,547 99,79599,795Plant Operation & Plant Operation & MaintMaint

53,17953,179 188188 53,36753,367

Student Fin SupportStudent Fin Support 75,96775,967 11,37711,377 87,34487,344Total E&GTotal E&G $ 673,311$ 673,311 $ 440,727$ 440,727 $ $

1,114,031,114,0388

Auxiliaries & OtherAuxiliaries & Other 150,335150,335 00 150,335150,335TOTAL TOTAL EXPENDITURESEXPENDITURES

$ 823,646$ 823,646 $ 440,727$ 440,727 $ $ 1,264,371,264,37

33


Planning & Budgeting Planning & Budgeting InitiativesInitiatives

• Within the overall annual budget process, the Within the overall annual budget process, the UPBC identifies funds for academic and UPBC identifies funds for academic and student life initiativesstudent life initiatives

• These funds are allocated to support a wide These funds are allocated to support a wide range of activities throughout the Universityrange of activities throughout the University- creating new academic programs (Computer Engineering)- creating new academic programs (Computer Engineering)- investing in selected programs of high quality (Philosophy)- investing in selected programs of high quality (Philosophy)- implementing strategic plans (information technology)- implementing strategic plans (information technology)- developing the library collection- developing the library collection- supporting student life initiatives (recreation facilities)- supporting student life initiatives (recreation facilities)- strengthening student support services (Pitt Pathway)- strengthening student support services (Pitt Pathway)- enhancing the capacity to raise private funds through the - enhancing the capacity to raise private funds through the capital campaigncapital campaign-developing the “City as Your Campus” concept (Pitt Arts)-developing the “City as Your Campus” concept (Pitt Arts)


Capital Budget ProcessCapital Budget Process• Like the operating budget process, the capital Like the operating budget process, the capital

budgeting process is highly strategic.budgeting process is highly strategic.• Resource allocation to capital projects is guided Resource allocation to capital projects is guided

by the University’s Ten-Year Facilities Plan.by the University’s Ten-Year Facilities Plan.• Projects are funded by a combination of Projects are funded by a combination of

Commonwealth capital funds and University debt, Commonwealth capital funds and University debt, either Educational and General or Auxiliaries.either Educational and General or Auxiliaries.

• Recent priorities have included recreation, Recent priorities have included recreation, residence life, research laboratories, classrooms, residence life, research laboratories, classrooms, renovations to existing facilities, and selected renovations to existing facilities, and selected new construction.new construction.


Results of Strategic Results of Strategic ApproachApproach

Fall 1995Fall 1995 →→ Fall 2001Fall 20017,7007,700 Number of Number of

ApplicantsApplicants15,90015,900

11001100 Average SATAverage SAT 1170117083%83% Freshman Freshman

Retention Retention RateRate

88%88%

79%79% Acceptance Acceptance RateRate

60%60%

22%22% Freshmen Top Freshmen Top 10% High 10% High

School ClassSchool Class

34%34%


Lessons LearnedLessons Learned• Set clear goals and pursue them Set clear goals and pursue them

relentlessly, even when progress may be relentlessly, even when progress may be difficult.difficult.

• Maintain unrelenting focus on core Maintain unrelenting focus on core academic mission and commitment to academic mission and commitment to quality.quality.

• Invest to maintain quality of programs and Invest to maintain quality of programs and quality of student experience.quality of student experience.

• Maintain discipline.Maintain discipline.

the university’s structure and governance

Documents

pennsylvania state university

temple university

university of pittsburgh

drexel university

pennsylvania legislature

staterelated status

thomas jefferson university

temple college