The University of Warwick in California Staff briefing 6

advertisement
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
Download