The University of Warwick in California Staff briefing 6th March 2015 The opportunity A significant opportunity has arisen for the University of Warwick to create a new University presence in California. A donation of land in California from private donors and funding will be made available for the early development of University operations and the initial construction of a new presence on this site. This will help to accelerate the University of Warwick’s ambition to be a global university. It will create a new University, connected to and integrated with the University of Warwick in the UK, from which will flow increased research income, innovative teaching and learning and improved student experience. The sponsor The University Development Trust (UDT) is a Columbia non-profit, 501(c)(3) organisation with a high-level mission focused on educating and informing the American public. It has operated for thirteen years in the fields of non-profit journalism, education, think-tank involvement and institutional scholarship. Currently, its marquee project is its effort in Placer County, California to develop and start operations of a world-class university on 1,159 acres it received as a donation in December 2012 from Angelo K. and Sofia Tsakopoulos, William and Claudia Cummings and the Wayne L. Prim Family. The location California is the largest state economy in the U.S., equivalent to the 8th largest national economy in the world and is the largest and wealthiest consumer market in the U.S. The Greater Sacramento Region has a population of approximately 2.2 million. It benefits from its central location in Western U.S., convergence of three national highway systems, an international and cargo airport, a sea port and a strong rail network and hub. It is in one of the most desirable locations in the United States and in California and offers a cost of housing that is nearly half that of the coastal regions, and costs of business at 25% to 40% less. The lower cost of living acts as an incentive in the recruitment of talent from around the world. The region boasts higher than California average educational attainment, SAT scores and the percentage of high school graduates entering public universities. Location – Sacramento and San Francisco Sacramento is the State Capital of California with all agency headquarters, legislature, and the Governor’s Office. It is the primary location for policy development, particularly important for industries that have public/private dynamics. US Public Policy frequently starts in California and often becomes federal policy. There are 35,000 businesses in Sacramento. It hosts Hewlett Packard and Oracle Corporation and high technology industry clusters in software development, biotechnology, hardware, medical device manufacturers and system integration. Location – Placer County Placer County is one of California’s fastest growing counties and encompasses 1,506 square miles or 964,140 acres and is located 80 miles northeast of San Francisco, California. There are 360,000 inhabitants. Roseville, the largest city in Placer County, is about 20 miles from Sacramento. Premises and principles The University considered the opportunity based on several premises and principles: • It is underpinned by a set of driving principles adopted by the University Council • It adopts a phased approach to development to facilitate careful consideration at each stage. • This phased approach will incorporate ‘gates’ at strategically important stages of development. These gates will give both parties (the sponsor and the University of Warwick) an opportunity to check that the project is on track. Driving principles • Any development to be at its own cost, not funded through the allocation of resource from within the University’s existing budgetary envelope except for limited resourcing of the exploratory stage; • The quality of any Warwick activities in California must be at least at an equivalent level to the quality of its provision in the UK; • The business plan to include appropriate gateway points at which the University may review its continued engagement in California depending on the outcomes of each phase of development; • The outcome of Warwick engagement in California should be to extend the University’s global reputation more than any other developments it might undertake otherwise (opportunity cost issues); • Any Warwick activity in California to be branded with University of Warwick name; • The University reserves the right to approve/disapprove the involvement of any other HE or corporate partners in the development of the University project in California; • In its own considerations on engagement, the University makes an honest and accurate assessment of the capability and capacity requirements. A phased approach PHASE Possible period Principle activities 0 1 2 2014/15 – 2015/16 2016/17 – 2020/21 2021/22 • Warwick set up team in California • Refine proposals with UDT • Warwick awareness raising campaign • Work alongside UDT on fund raising • Visiting speaker programme • Summer schools • Relationship development with UC Davis and other Californian universities and institutions • Awareness programme with visits by key stakeholders in both directions • Interim accommodation arrangements made • Initiate accreditation / approval applications • Support UDT with campus planning • Prepare contractual heads of terms agreement • Prepare for first PGT/CPD courses • Continue awareness raising campaign • Move to interim accommodation with teaching facilities • Support UDT with fundraising and campus development • Prepare for, recruit to and deliver first PGT and CPD courses • Continue approval process and initiate accreditation mechanisms • Develop final proposals and obtain approvals for and commence construction of new campus • Prepare for and recruit to first UG courses • Recruit and develop staff (academic leaders, flying faculty, PGRs and postdocs and growing US base) • Develop and implement final structure and operational model • Further develop relationships with and explore shared facilities / services with UC Davis and other Californian universities • Transition to new campus and implement operational model • Implement new structure • First cohort UG admitted • Rolling programme of new courses aiming to UG population of c 4500 and PGT of c 900 with PGR of c600 by Y10 of campus operation • Recruit and develop staff • Develop campus in line with development plan • Develop research portfolios and income (Private and Public funding) • Establish shared facilities and services with UC Davis and other Californian universities • Excel! • • • • • • • • • • PHASE 0 PHASE 1 PHASE 2 GATE 0 GATE 1 GATE 2 Summer 2016 Autumn 2018 2020 Sufficient sponsorship, cash and capital in place to proceed to Phase 1 Market research demonstrates potential demand for proposed academic activities Awareness raising campaign successful Viable route for accreditation and approvals identified Political environment acceptable Land approvals in place Interim accommodation arrangements made and acceptable Contractual heads of terms agreed UoW’s leadership capacity not disproportionately impacted UoW’s reputation enhanced • • • • • • • • • • • • Sufficient sponsorship, cash and capital in place to proceed to Phase 2 $xm endowment available PGT successful with high level of student satisfaction Market research demonstrates potential demand for proposed academic activities New model and structure and underpinning contract in place Accreditation and approvals on plan Political and competitive environment acceptable Land approvals in place Campus development on track Interim accommodation arrangements made and acceptable UoW’s leadership capacity not disproportionately impacted UoW’s reputation enhanced • • • • • • • • • • • Sufficient sponsorship, cash and capital in place to proceed to next gate $xm endowment available Market research demonstrates potential demand for proposed academic activities New model and structure in place Accreditation and approvals achieved Political and competitive environment acceptable Land approvals in place Campus development on track Interim accommodation arrangements made and acceptable UoW’s leadership capacity not disproportionately impacted UoW’s reputation enhanced Milestones and gates A transparent report monitoring progress and status against the strategic objectives will be submitted to Senate and Council for formal consideration at each gateway. Vision FROM THIS…………….. ……..TO THIS Vision • A global university, capable of competing and collaborating with the world’s greatest institutions in research and teaching. • It will close the gap on the big four in the UK • The University of Warwick in California will be a private, not for profit, research-led institution offering the highest quality of teaching and research to students and staff from California, the United States and other regions and countries of the world. • It will compete and co-operate with some of the best universities in the US (and the world). • It will offer UK degrees, accredited through WASC. • After ten years of operation on the new campus the University of Warwick in California aims to have approximately 6000 students of whom 1500 would be post-graduates. • Research will be initiated at the very outset through collaboration at institutional and individual researcher levels. • Innovative ideas and approaches will be developed and refined and brought back to the UK Why is the University of Warwick doing this? University of Warwick has three KEY strategic aims: • Research excellence in terms of research outputs, impacts and income • Teaching excellence in terms of the quality of students recruited, student experience and student outcomes • Increasing global reach and reputation A California campus will extend the University of Warwick’s global footprint into the world’s leading higher education economy and enable all three of these strategic aims to be accelerated. Why is the University of Warwick doing this? • • • • • Research collaborations Innovative teaching High quality students Opening up new markets on Pacific rim Distinctive student experience in California enhancing the existing University of Warwick experience • A platform for UK-based staff and organisations to engage with the US’ and California’s public, private and third sectors. Developing a new innovative model of global higher education based on mutuality would secure the University of Warwick’s global position as a world-class globally-connected university. Why is the University of Warwick the right choice for UDT? • A world-class university with a global reputation. • A young university that has a demonstrable track record of growing something substantial and successful from nothing in a relatively short timeframe. • A campus university with experience of successfully operating on greenbelt land just outside an urban area. • A university with a track record in delivering international education. • A university with expertise in technology transfer and the commercialisation of research. • A university with a strong track record in university-industry collaboration. How big and quickly would the University of Warwick in California grow? Regulation, accreditation and approval • • • • • • It’s complex It takes a long time It’s bureaucratic and multi-agency In this context, it’s new It’s expensive There’s no real alternative Regulation, accreditation and approval Facilities California: Overview of BPPE, WASC and SEVP processes and related course delivery opportunities (N.B. subject to change as process details confirmed by external organisations) Establish city office presence Operating model Detailed planning of courses, operating model and processes that underpin long term activity interpretation of criteria Confirm exemption status for closed exec ed (formal validation not required) “university” N.B. If offering CPD courses before approved to deliver degrees will not be able to call the organisation a Closed CPD courses PGT UG Campus ready for initial stage of occupation Set up systems and processes including MIS and course delivery platforms Apply to BPPE for provisional approval to operate (max 2 x degrees) Provisional approval granted Full BPPE approval to operate granted Estimated processing time c.1 year (as of Dec 2014), BPPE trying to reduce this Total process normally estimated to take 4+ years N.B. accelerated process assumed Initial application Diagnostic visit Application for Eligibility stage Application for Candidacy stage Candidacy status granted CPR/EER visits Initial accreditation granted Must achieve candidacy status within 2 years and initial accreditation within 5 years of being granted BPPE provisional approval to operate Eligible for Title IV federal financial student aid Assumption: Assumption: Non-viable without Restricted to 2 campus facilities and degree award titles federal student aid until WASC N.B. BPPE license may accredited and full require US-style approval to operate degrees granted Required to enable international students to apply for a study visa SEVP Certification Commence campus build Complex as high level of detail required for approval/ accreditation Subject to changes in BPPE processes which are currently under development BPPE approval to operate WASC accreditation Phase 1 stage gate criteria satisfied Federal student aid Assumption: Eligible for consideration under WASC’s Separate Accreditable Institution Policy – dependent on flexible Develop city teaching facilities Business relationship building and identifying training needs Develop courses Secure contracts for closed CPD courses Subject to confirmation by US Dept of Education Deliver courses Develop marketing and recruitment strategy Advertise and recruit US domestic students to two PGT courses Deliver two PGT courses Assumption: Can only enrol domestic students until SEVP certificated Plan PGT expansion Assumption: Can only enrol domestic students until SEVP certificated Expand PGT provision for US domestic students Develop marketing and recruitment strategy Assumption: Can only enrol domestic students until SEVP certificated Advertise and recruit US domestic students to UG courses Commence admitting international UG students Deliver UG courses Assumption: Will need to offer USstyle UG degrees Commence admitting international PGT students c.9-12 months processing time Apply for SEVP certification Site visit SEVP certification approved v7 07/01/2015 AMC The competitive environment Initially, (a few hundred taught PG students on a limited range of courses) The University could be a small graduate school. Choosing comparative institutions depends on the subjects to be offered. Then, (building up a range of courses delivered on the new campus) the University could potentially be more like a liberal arts college. Then, (delivery of a full range of subjects and research) the University could be competing with national universities on a number of dimensions. The competitive environment Phase Graduate school Liberal arts Research University Institutions Notes Claremont Graduate University &/or others TBC depending on choice of proposed subjects Loyola Marymount Chapman University Pomona College Claremont McKenna` Harvey Mudd Claremont is part of a group of highly ranked liberal arts colleges just outside LA These are all highly ranked liberal arts colleges in the LA area. The last 3 are all part of the Claremont system. Harvey Mudd is a “liberal arts college of science, engineering, and mathematics” The UC campuses are the highest tier of the Californian state university system. Merced was founded in 2005 and may provide useful insights into how to build a new campus from scratch. The other four institutions are all private universities. All seven of these institutions are highly ranked and within a two hour drive from Sacramento UC Berkeley UC Davis UC Merced University of Stanford University of the Pacific University of San Francisco Santa Clara University Operating models The operating model for the University of Warwick in California will be linked to its phased development and reflect the teaching and research being undertaken at that point. These guidelines should apply: • • • • • • • • • • Clear links with the UK. The University brand should be obvious and paramount. Established working relationships between academic, student and professional and administrative communities from the outset. Research collaborations and joint teaching supported and promoted by operating model. University of Warwick ‘feel’ about the University of Warwick in California campus, activities and operations. The model should promote active learning across both of the campuses. University of Warwick in California should not jeopardise the financial, operational or brand sustainability or security of the University of Warwick. Staff should be of the highest integrity and highest quality and independent of donors. Model should promote and support agile working, minimal bureaucracy, innovation and proportionality in delegated authorities. Should be fit for purpose for phase of University of Warwick in California’s development. Adequate controls and sound management to ensure no fraud or mismanagement, conflicts of interest are managed, litigation is not incurred and the University’s reputation is maintained. Operating models The operating model will develop over time, as the University of Warwick in California becomes more established. The model required to run a fully operating university will not have to be the same as that for the initial phases of awareness raising, initial research collaborations, post-graduate teaching of small cohorts and preparation for the opening of a new physical campus. The approach will involve three stages of operational model and structure: Campus development A potential model for campus build for the first four years could look like this: Learning Centre/ General Purpose Building Classroom Building Central Plant Building: 15,000 sq. m 10,000 sq. m 3500 sq. m Potentially followed by a 15,000 sq. m Science and Engineering building at the start of year 5. Buildings will be required to be flexible to support the different needs of the faculty and students, and this will need to be incorporated into any design. Human resource considerations • A senior academic lead with overall responsibility for California-based activities and developments • In the first stage of development, a ‘flying faculty’ model will be adopted in which academic staff involved in teaching and the development of research activities in California will be UK-based Warwick employees undertaking short to medium term international assignments. • In the first instance, a maximum of two PGT degrees could be offered, limiting the staff resources required to deliver pilot programmes. • A small number of senior professional staff lead/s responsible for administration in the University of Warwick in California and its interface with the University of Warwick UK will initially undertake medium to long term assignments in California to establish local operations and processes. • There will be a shift towards more locally employed academic and professional staff. In time, it is anticipated that the vast majority of staff will be locally employed. • Throughout the development stages, ‘guest’ lectures from high profile external academics, including individuals from strong local or global universities will be encouraged Market research • • Desk-based background and contextual research was commissioned by UDT Independent research was commissioned by the University from I-graduate Marketing campaign It will be vital to undertake a marketing campaign, raising the profile of the brand, and testing responses to the campaign at each stage. Using local knowledge and contacts will be key to success. Risks The key areas of risk facing the University at this stage of the project development revolve around: Financial - sufficiency, robustness and timeliness of available funding from UDT Regulation - requirements in respect of accreditation, 'licence to operate', land approvals and recruitment of international students make for a complex and time consuming process Reputation - the University's reputation is at risk if it elects to develop this presence in California and does not deliver. This is a market we have not operated in as an institution before and we would be breaking new ground in organisational and regulation spheres. Diversionary activity from core business - university leadership and management capacity and capability may be stretched by the demands of establishing and operating a campus in California. To implement this commitment, the University will establish six work streams: • • • • • • Research and teaching Medicine Legal and financial structures Campus plan Staff engagement at Warwick Delivery team in California