Campus Budget Briefing
UC Davis Shared Service Center
May 30, 2014
UC Davis
Campus Facts
Started in 1905 as the "farm"
for UC Berkeley. Founded as a
separate campus in 1959.
Students as of fall 2013:
34,000
4 colleges, 6 professional
schools
99 undergraduate majors
90 graduate programs
Member of the Association of
American Universities
Research Funding:
23 intercollegiate sports
1st in the world for agriculture
(NCAA Division I)
and forestry (QS World
University Rankings, 2014)
ranked public
universities
UC Davis accounts for $6.9
billion and 69,000 jobs
9th ranked public university
22,500 employees
by U.S. News & World Report
(4,100 academic, 14,900
staff, 3,500 students)
1st in Sierra Magazine 2012
• 13th among U.S.
• 21nd among public
and private
universities
Health System:
• Top Hospital and
"A" Hospital Safety
Award, Leapfrog
Group
• Consumer Choice
Award, National
Research Corporation
“Cool Schools” Survey
Annual Budget Briefing – May 30, 2014
|
2
Vision of
Excellence
A Strategic Framework
UC Davis is the University
that transforms lives
while it celebrates
humanity and inspires
breakthroughs
We are One Community that aspires to
make this university the UC of the 21st Century
We foster
a vibrant community of
learning and scholarship
We drive innovation at the
frontiers of knowledge
We
embrace global issues
We nurture a sustainable future and
propel economic vitality
We champion health, education,
access and opportunity
We cultivate a
culture of organizational
excellence, effectiveness and stewardship
Annual Budget Briefing – May 30, 2014
|
3
CAMPUS BUDGET PROCESS
Annual
Budget Process
Call letter – February 24, 2014
Budget meetings – April/May
Faculty Hiring call – April
Financial Stability, Invest in
Strengths, Rebuild Foundation
BALANCED APPROACH
Revenue – 2020, State, Other
Fixed costs – salaries, benefits, retirement, deferred
maintenance
2013-14 Projections
UC Davis Revenue
$3.8 billion
Investments – capital (classrooms, maintenance),
graduate student support, library, student success
(honors, advising)
Indirect Cost
Recovery
$124 (3%)
Tuition
$413 (11%)
Grants and
Contracts
$513 (14%)
Federal (Hatch, Pell
Grants)
$56 (2%)
Bridge with reserves
Sales and Service,
Auxiliary
$410 (11%)
State Unrestricted
$342 (9%)
BUT, CHALLENGES REMAIN
Gifts, Endowments,
Interest, Other
$154 (4%)
Continue efficiencies – Administration for
21st Century
Tuition policy –multi-year framework is needed
Medical Center
$1,531 (41%)
State Designated
and Restricted
$46 (1%)
Student Fees
$166 (4%)
Core fund shortfall of $13M likely to increase to $21
million
Fixed costs for state/tuition
Estimate
Benefits, composite rate increase
$12.3
33%
Faculty, merit and 3%
$13.5
36%
Staff, 3% and contracts
$8.5
23%
Deferred Maintenance, renewal
$2.8
8%
Total
$37.1
100%
Annual Budget Briefing – May 30, 2014
%
|
4
Incentive-Based
Budget Model
MODULES
Undergraduate tuition. Model
uses student credit hours, majors and
degrees awarded. Incentivizes cross
college teaching.
FRAMEWORK
PROCESS
Revenue allocation model;
allocates funds to deans not
departments
White papers as tool to provide
analysis and frame policy decisions
Provost retains portion
centrally for cross-subsidy and
strategic investments
Incentives drive growth
allocations and re-allocations of
base
Uses principles and metrics for
accountability
Use transition and bridging
strategies
Recognize significance of
cultural change
Indirect Cost Recovery. 37% of
Indirect Cost Recovery allocated to
unit generating revenue.
Summer tuition. Model uses
student credit hours with new, direct
participation by deans.
Graduate tuition. New model
removes NRST barrier for 2nd and 3rd
year International PhD students.
Incentives for masters and TAs.
Faculty resources. More autonomy
for deans and central funds to support
Hiring Incentive Program (HIP)
Provost allocation. Fund common
goods and provide subsidies across
academic units.
Annual Budget Briefing – May 30, 2014
|
5
2020 Initiative
GOALS
PROCESS
FRAMEWORK
Ensure access for California
students and increase opportunities
for national and international
students
Task forces – academic resources,
enrollment management, facilities
5,000 undergraduates – 500
residents and 4,500 national and
international; more opportunities for
graduate and professional
Consultation and refinement of
initial proposal
Stabilize our finances
Academic Senate review
Increase tenure-track faculty
to strengthen research, teaching
and outreach
Decision to proceed
Implementation plan
300 faculty (tenure track and
teaching faculty)
Rate of growth adjusted to
capacity in human and physical
resources
Internationalize the campus
Boost regional economic
development and create new jobs
Annual Budget Briefing – May 30, 2014
|
6
2020 Initiative
Early Results
Fall 2011 to Fall 2013
UNDERGRADUATE
STUDENTS
All applications have increased:
residents (+11%), national (+146%),
international (+355%); higher
selectivity
FACULTY
INVESTMENTS
Over 110 searches authorized
this year
$26+ million – investments for
instructional programs and student
success including advising, gateway
courses, TAs, classroom
enhancements, student counseling,
recruitment and yield
Received 76 Hiring Incentive
Program (HIP) proposals
More applications from
underrepresented students:
+27%
Capital Program (new and renewal):
Added 1,500 undergraduates;
proportion national/international
increased from 4% to 7%
• Laboratory and Office space
• Classrooms (e.g., 600-seat, Walker
Hall, Testing Center)
• International Center
• Student Housing
Annual Budget Briefing – May 30, 2014
|
7
Staffing Trends
2008 to 2013
MIDDLE MANAGEMENT FOR ALL FUNDS DECLINED
Number of supervisors declined by 15 percent
(~230 FTE)
change
Staff-to-supervisor ratio increased ~5 staff per
supervisor to ~6 staff per supervisor
1,775
-5%
THE ACADEMIC CORE HAS BEEN OUR HIGHEST
PRIORITY FOR STATE FUNDS/TUITION
3,287
2,913
-11%
SMG and MSP
289
220
-24%
Students
1,327
1,445
9%
Total
6,766
6,353
-6%
Core Fund employees
2008
2013
1,863
Staff
Ladder Faculty
and Other Academic
The number of staff working in general
administration units declined from 11% of all
employees to 9%.
Number of faculty and academic employees on core
sources declined by 90 (5%), while the number of staff
declined by 443 (11%).
Among staff, the number of managers and senior
professional positions declined by 24% while the
number of all other staff positions declined by 11%.
Annual Budget Briefing – May 30, 2014
|
8
Deferred
Maintenance
2005-2013 DM Investment
RECENT INVESTMENTS
2005-2013 investment: ≈ $22 million
Statewide Energy Partnership Program (SEPP):
2010 -2014: ≈$60 million
Investments are opportunistic and intended to
leverage modest base budget (<$1M)
Debt
(Facilities Renewal)
$4,414,000
BACKLOG
In 2012, UC Davis worked with a facility asset
advisor to determine DM backlog on campus.
Need of $1.3 billion was identified
One of highest backlogs in the system
FUTURE INVESTMENTS
Permanent
Allocation
One Time
Funds
$12,754,722
$4,900,000
Chancellor and Provost established biannual
allocations as part of campus and health system
budget process to provide a source for a multi-year
investment plan of $75 million
Many capital projects include
substantial renewal elements
Capital plan also includes many
IT infrastructure projects
Annual Budget Briefing – May 30, 2014
|
9
Research
Outcomes and
Initiatives
In 2012-13, research grew to $754 million,
making UC Davis the only UC campus to
have experienced a constant increase in
funding in recent years.
In 2012-13, investment in research and
scholarship = $18 million through the
Office of Research.
RISE (Research Investment in Science and
Engineering) = $11 million over 3 years
IFHA (Interdisciplinary Frontiers in Humanities
And Arts) = $3.6 million over 3 years
Research Bridge = $3.0 million to increase
support of the research bridge program
Annual Budget Briefing – May 30, 2014
|
10
The public phase of
The Campaign for UC Davis
began in October 2010 with the
goal of raising $1 Billion from
100,000 donors.
As of March 2, 2014,
$1.081 billion has been
raised from 107,328
donors.
For the 2013-14 academic
year, over $108 million
has been raised to date.
Annual Budget Briefing – May 30, 2014
|
11
One World,
One UC Davis
UC Davis is a global network that is transforming lives, celebrating humanity and inspiring breakthroughs.
This message is already integrated in our Health System, Athletics and the World Food Center
Annual Budget Briefing – May 30, 2014
|
12
Improving the
Student
Experience
A blue-ribbon committee identified several
issues that need to be addressed:
Advising
Financial Aid
Counseling
Time-to-degree
In 2013-14, UC Davis is investing more
than $20 million in Advising, TAs,
Counseling Services and support for
Undocumented Students. We are also
initiating the first Faculty in Residence
program in our student dorms.
Annual Budget Briefing – May 30, 2014
|
13