Dean's Advisory Council on Priorities - University of Minnesota

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Feb 20, 2013 (4 years and 5 months ago)

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Dean’s Advisory Council on
Priorities

College of Biological Sciences

November 3, 2009

CBS Mission



To advance knowledge of the mechanisms of life
via breakthrough discoveries

and


prepare today’s students to create the biology
of tomorrow.

Trends in Public Research Universities



University of California System



http://www.youtube.com/watch?v=MEoYAuG
F9Ug

Trends in Public Research Universities

Trends in the marketplace

Trends in the marketplace

Trends in the marketplace

Trends in the marketplace


College @ $99/month




http://www.washingtonmonthly.com/college_
guide/feature/college_for_99_a_month.php



Advancing the Excellence of the University
of Minnesota




Report of the

Future Financial Resources Task Force








1.
There has been a dramatic and permanent reset of the
University’s revenues


The share of the University’s budget provided by the State of Minnesota
has dropped precipitously.


Unrestricted

state appropriations comprise only 18% of the University’s
FY 2010 budget.

2. Tuition now exceeds state support as the University’s largest

revenue stream.



Tuition has grown from 15% of the University’s budget in 1994 to 26% of the
budget in FY 2010. In the future, tuition will continue to be the University’s
largest source of revenue.

in $millions

The University of Minnesota’s

New Fiscal Reality

1.

There has been a dramatic and permanent reset of the University’s sources of
revenue: the share of the U’s budget provided by the State of Minnesota has
dropped precipitously.

2.

Tuition now exceeds state support as the University’s largest revenue stream
and tuition will likely be the University’s largest source of revenue in the
future.

3.

Operating costs, the cost of academic excellence, and the University’s
appetite for new academic investments are now rising faster than revenue.

4.

Over the years ahead, the University of Minnesota will face even steeper
competition for students, faculty, and research grants.








Strategies to Advance the

Excellence of the University of Minnesota

in Light of the New Fiscal Reality

1.

Grow a larger and more diversified portfolio of revenues.

2.

Grow tuition revenue while ensuring financial access for
qualified students from families with modest financial means.

3.

Substantially increase administrative and academic
effectiveness, reduce costs, and boost efficiency.

4.

Narrow the scope of the University’s mission to advance a
distinctive constellation of excellence.

5.

Develop and execute long
-
term financial plans and budget and
planning processes that advance the vision, inform decision
making, track progress, and discipline the setting of priorities.






College of Biological Sciences




Trends in


Financial Sources and Uses

November 3
rd
, 2009








CBS Centrally Allocated Revenues

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY99
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
Budget
ICR
Tuition
O&M
New Budget Model

CBS Centrally Allocated Revenues (Adjusted)

$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY99
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
Budget
ICR
Tuition
O&M
Adjusted O&M
Ufee
New Budget Model

FY10 Budgeted Expenditures

FACULTY, $11,953,446

P/A, $2,275,172

Graduate Asst, $1,392,179

CS, $3,222,322

SEE, $1,319,330

Reserves,
$3,326,476

Cost Pool, $19,831,511

46%

Salary and Fringe make up
43% of budget

How do we spend our reserves?


Augmentation

Bridge Funding

Faculty Support

Field Station

Grant Match

ICR Sharing

Instruction

Miscellaneous

Program Support

Remodeling

Research Support

Retention

Spousal Hire

Staffing

Start Up
-

Research

Student Support
-
Grad

Tuition Sharing

$4,709,143 Distributed in FY09

Student Credit Hours (How much we
teach)

0
5000
10000
15000
20000
25000
30000
35000
40000
45000
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
UGRD
GRAD
Our Majors

0
200
400
600
800
1000
1200
FY00
FY01
FY02
FY03
FY04
FY05
FY06
FY07
FY08
FY09
FY10
056020110 - Microbiology BS (CBS)
056000010 - Microbiology (CBS)
059020110 - Neuroscience BS (CBS)
0697MIN10 - Plant Biology
069720110 - Plant Biology BS
069160208 - Plant Biological Sciences PhD
069131508 - Plant Biological Sciences MS
057160208 - Mol/Cell/Dev Biol/Gen PhD
057131508 - Mol/Cell/Dev Biol/Gen MS
034520110 - Genetics/Cell Biology BS
034500010 - Genetics/Cell Biology
124460208 - Ecology, Evolution & Behav PhD
124431508 - Ecology, Evolution & Behav MS
025120110 - Ecology Evolution/Behavior BS
013560208 - Biochem/MBiol/Biophys PhD
013531508-Biochem/M Biol/Biophys MS
0124MIN10-Biochemistry
Cost of Students



FY09


Undergrad $3,515


Grad $4,029



FY10



Undergrad $3,280



Grad $4,048

Revenues and Costs per Undergrad


Banded Resident Tuition + Fees = $9,120 + $1,200




CBS share =








$4,902




25% Tuition and Fees
-

College of Enrollment

$2,580

75% Tuition and Fees (Average CBS Portion*)

$2,322


University Cost Pool
-

Undergraduate
-

$3,280



CBS ‘Cost Pool’
-

$1,123



The difference is $4,902


$4,403 =
$499 per student available for instruction


*
Typical CBS student takes 1/3 courses from CBS, 1/3 from IT, 1/3 from CLA


What did we cut for FY10?

$1.4M Recurring



ICR Reserves


2.75 Faculty FTE
-

A combination of 2 full lines and
.75 partial lines the college holds for faculty who
have been on phased retirements


RIO positions
-

2 (one faculty, one staff)


Lay Offs/Nonrenewals (non
-
student) 1.5 FTE


Reduction of time (non
-
student)


3.75 FTE


Compact ‘give backs’

What do we (CBS) have to do for FY
2011?




Cut 2% = $800,000 recurring

What should we do?



Increase Revenues
(Strategy #2)



Increase Indirect Cost recovery



In FY05
-
FY08, CBS averaged 32% recovery on all grants.


Grants that don’t receive this revenue are typically from MMF,
LCCMR, State of Minnesota, IREE


Increase Tuition


Increase course offerings to attract students who would
otherwise take courses outside of CBS


Increase CBS required courses for majors


Increase the size of our upper division student body



What should we do?



Decrease Costs by Increasing
Administrative & Academic Effectiveness &
Efficiency
(Strategy #3)



Further streamline administration and
infrastructure?


Eliminate programs?


Work the cost pools?


Combine



What should we do?



Consider the scope of the CBS mission
(Strategy #4)


Expand/Maintain/Eliminate


Goals


Programs


Infrastructure


Partnerships


Among our units


With other entities



Where are we, with respect to our
goals?

Progress toward goals

Compact Goals




Increase quality of graduate programs


Increase impact of research


Develop best undergraduate program in the
country


Develop excellence in renewable energy
research


Establish an initiative in cellular dynamics and
imaging


Where are we, with respect to our
goals?

Progress toward goals

Infusions to Advance the Biological Sciences




Computational biology



Ecoinformatics


Modeling


Simulation/Optimization


Bioinformatics



Evolution and biocomplexity


Molecular


Microbial


Cellular


Behavioral


Ecological



Biology as an ‘engineerable’ science


Research


Training (undergraduate and graduate)



Technology and infrastructure to address big questions in science




Where are we, with respect to our
goals?

CBS Departments & Programs




Biochemistry, Molecular Biology and
Biophysics


Ecology, Evolution and Behavior


Genetics, Cell Biology and Development


Plant Biology


Biology Program


BioTechnology Institute


Graduate Programs


Primarily Departmental


Biochemistry, Molecular Biology and Biophysics


Ecology, Evolution and Behavior


Molecular, Cellular and Structural Biology


Molecular, Cellular, Development Biology and Genetics


Plant Biological Sciences


Masters Program in Genetic Counseling


Primarily Inter
-
Departmental


Conservation Biology


Master’s in Biological Sciences (with CCE)


Law, Health and Life Sciences


Microbial Engineering


Microbiology, Immunology and Cancer Biology


Neuroscience


Water Resource Sciences


Undergraduate Majors




Biochemistry


Biology


Ecology, Evolution and Behavior


Genetics, Cell Biology and Development


Plant Biology


Microbiology


Neuroscience

Infrastructure


Supporting Programs/Infrastructure





Cedar Creek Ecosystem Science Reserve


Itasca Biology Station and Laboratories


Biodale (Imaging Center,BRC, Mass Spec, High
Throughout Bio)


Developmental Biology Center


Microbial and Plant Genomics Institute


Nuclear Magnetic Resonance Facility


Norwegian Centennial Chair Program


X
-
Ray Crystallography Lab


Deliverables and Ground Rules


What should we do?


It depends upon perspective.


Me


My department


My college


My university

What should we do?


Scenario A


Upside


Downside


Scenario B


Upside


Downside


Scenario C


Upside


Downside

Thank you!


Working groups



Revenue


Dave Bernlohr, Chair



Administrative & Academic Effectiveness


Scott
Lanyon, Chair



Scope of CBS Mission


Kate VandenBosch, Chair