Board of Regents
State of Iowa
Rising to the Next TIER –
a Transparent, Inclusive Efficiency Review
Program Overview
March, 2014
State Appropriations and Tuition Comparison
REGENT UNIVERSITY GENERAL EDUCATION FUNDING
80.0%
77.4%
67.8%
70.0%
Appropriations
63.7%
58.7%
58.9%
60.0%
60.1%
35.3%
35.0%
55.0%
54.4%
50.1%
50.0%
51.9%
48.9% 49.2%
49.1% 48.3%
48.0%
44.4%
43.4%
40.0%
45.7%
44.2%
44.8% 46.0%
41.5%
39.2%
Tuition
59.3%
38.6%
35.5%
34.7%
30.0%
30.6%
27.8%
20.0%
20.8%
Other
10.0%
4.4%
5.7%
6.4%
6.4%
6.5%
6.7%
6.6%
6.3%
6.1%
5.7%
6.6%
6.4%
5.8%
5.4%
4.9%
1.8%
0.0%
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FY 1981
FY 1991
FY 2001FY 2002FY 2003FY 2004FY 2005FY 2006FY 2007FY 2008FY 2009FY 2010 FY 2011FY 2012FY 2013 FY 2014
Budget
Board of Regents, State of Iowa
The status quo is unsustainable if we are to maintain our high standard
of quality and affordability
Emerging Trends in Higher Education
22
DIGITAL ADVANCES
THE NEW STUDENT
•
Analytics
•
•
Bring Your Own
Device (BYOD)
•
Adult learners
•
Cloud Strategy
•
•
Heightened focus
on value
Interdisciplinary
collaboration
Changing
demographics
21ST CENTURY CLASSROOM
•
Blended Learning
•
Massive Open
Online Courses
•
Learning
Management
Systems
•
Video-based
learning
•
Game-based
Learning
The status quo is unsustainable if Iowa’s public universities
are to maintain their high standards of quality
• Higher education systems are facing severe economic constraints.
• University leadership wants to help reduce student debt and ensure an
affordable, high-quality public education for any Iowan who wants it.
• All stakeholders have a responsibility to maximize university resources,
reduce costs, and operate as efficiently and effectively as possible.
3
This review will identify tangible opportunities to improve the
efficiency of Iowa’s public universities
Objectives of the review include:
• Identify creative, new ideas for investing public resources so our
universities can uphold their long tradition of academic excellence.
• Identify opportunities across administrative and academic programs to
improve effectiveness and reduce costs at both the institutional and system
level.
• Provide input into the universities’ strategic planning efforts.
The savings we identify will be invested back into the
universities’ missions to ensure that they survive and thrive
4
The review process will be open, transparent and inclusive
• We want a high level of involvement and engagement.
• We encourage you to share your ideas – at campus forums and online.
• We are actively seeking input from all members of the campus community,
including faculty, students and staff.
5
Faculty, staff, and student engagement will be critical to project success
We will use many mechanisms to engage with you throughout the program such as:
• Interviews
• Data collection
• Town Hall meetings
• Emails
• Websites
• Working sessions
• Surveys
6
The process will be objective and fact-based and will follow a phased
approach
Phase
1
Diagnostics /
Benchmarking
Phase
2
Design / Solution
Development
Phase
3
Implementation
Duration: Ongoing
Program Management
Organizational Engagement
Phase
Objectives
Phase 1
• Identify key strengths and challenges
• Identify strategic priorities
• Identify opportunities to improve service delivery and reduce costs
Phase 2*
• Determine a focused list of opportunities
• Quantify the estimated impact and effort required to implement select
opportunities
• Develop a detailed implementation roadmap
Phase 3*
• Design, test, and launch improvements
Our schedule will be calibrated to support the high amount of input
needed from faculty during the Academic review
7
* Timing of Phase 2 and Phase 3 to be determined
Questions and Answers
8