trustee training overview
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Regent and Trustee TrainingDavid Buhler, Commissioner of Higher Education
July 18, 2013
Higher Education Highlights
2
Student Enrollment (Fall 2012)
3
26,966
19,296
14,233
6,193
19,117
6,287
15,361
3,306
32,398
28,786
26,680
8,297
31,556
8,863
30,112
4,599
0 5,000 10,000 15,000 20,000 25,000 30,000 35,000
University of Utah
Utah State University
Weber State University
Southern Utah University
Utah Valley University
Dixie State University
Salt Lake Community College
Snow College
Budget Related FTE Headcount
At-a-glance
4
• Over 28,000 degrees awarded in 2012-13 academic year• USHE institutions employ over 33,000 Utahns• Lowest student debt in the nation• 2nd Lowest cost per completion nationally Utah Educational Savings Plan (State’s 529) is consistently ranked
among top 5 in the country
Research Universities•University of Utah (Flagship)
– medical school, law school, pharmacy school, etc.
•Utah State University (Land Grant)– includes regional campuses
Regional Universities•Weber State University•Utah Valley University•Southern Utah University (Liberal Arts & Sciences)
•Dixie State University
Community Colleges•Snow College•Salt Lake Community College
Utah’s Eight Public Colleges & Universities
$19,316 $26,355
$30,632
$41,273
$59,843
Less than HighSchool Diploma
High SchoolDiploma
Some College,Certificates &
Associate's Degrees
Bachelor's Degree Graduate Degree
8.2%7.6%
5.5%
4.1%
1.4%
Benefits of a Higher Education
6
Median Wage Unemployment Rate
Sources: American Communities Survey 2011, Utah Department of Workforce Services
7
12%
40%
48%
34%38%
28%
No Postsecondary Education Some College, Certificates &Associate's Degrees
Bachelor's & Higher
Taxes PaidPopulation
Utah Population (25 & over)by education level & state tax contribution
State investment benefits state revenues
The Big Challenge
8
How do we maintain quality and access (including affordability)?
Investment&
Innovation
9
Since 2008:• Annual tax funding per full-time students has decreased $1,754.• With tuition, total annual funding per full-time student has decreased $642.
State support is central to affordability
FY 2008
Tax Funds 63%
Tuition37%
FY 2013
Tax Funds 49%
Tuition51%
Funding per FTE
Since 2008:• Annual tax funding per full-time students has decreased $1,754.• With tuition, total annual funding per full-time student has decreased $642.
State support is central to affordability
FY 2008
Tax Funds 63%
Tuition37%
FY 2013
Tax Funds 49%
Tuition51%
FY 2023
Tax Funds 38%
Tuition62%
Funding per FTE
12
All States Have Cut Back Support
-10%
-5%
0%
5%
10%
15%
20%
25%
30%
1961 1966 1971 1976 1981 1986 1991 1996 2001 2006 2011
ANNUAL PERCENT CHANGE IN HIGHER EDUCATION APPROPRIATIONS, FY1960-2012 – U.S.
Utah has cut back less than most
13Sources: State Higher Education Executive Officers (http://sheeo.org/sites/default/files/publications/SHEF%20FY%2012-20130322rev.pdf)College Board (http://trends.collegeboard.org/college-pricing/figures-tables/state-tuition-and-fees-state-and-sector-over-time)
71%
36%
53%
34%
65%
83%
51%
38%
47%
51%
29%
64%
47%
66%
35%
17%
49%
62%
53%
49%
0% 20% 40% 60% 80% 100%
Colorado
Nevada
Arizona
Arkansas
Virginia
Vermont
Massachusetts
Florida
Tennessee
Utah
Tuition per FTE State/Local Appropriation per FTE
2012-13 Tuition(4-yr institution)
$5,595
$7,676
$6,232
$10,619
$13,582
$9,907
$6,968
$9,729
$6,371
$8,416
Tuition vs. State/Local Appropriation
14
• By 2020 66% of jobs in Utah will require a college education
• Only 43% of Utahns currently have some sort of college education
• If 66% of Utahns get a college degree or certificate by 2020, state GDP would increase 5-10% annually…$600 billion over 30 years
Investment: the Big Goal of 66%
We’re headed the wrong direction
Source: Georgetown Center on Education and the Workforce15
• Among US adults 65 & older, Utah ranks 6th
in associate’s degree or higher• Among US adults age 25-34, Utah ranks 23rd
• Between 1994 and 2009 Utah’s youth (18-24) population grew by 40%, while first time freshmen enrollment grew by 20%
0
50,000
100,000
150,000
200,000
250,000
2012-13 2022-23
10-year projected student enrollment
29% Increase
With Growth, Capacity is an Issue
16
Limited Capacity
– Academic Infrastructure• Sufficient personnel and faculty to maintain degree quality• Higher Education competes nationally for quality talent
– Physical Infrastructure• Enrollment increases further constrain space• Significant utilities infrastructure• Growing backlog of deferred maintenance
– Virtual Infrastructure• Keeping pace with rapid pace of technological change
– Online, “flipped” classrooms, open source, MOOCs
• Helps with capacity, still carries a cost17
18
…some examples
4-foldIncrease in distance-delivered courses in past 10 yrs.
1 in 5Students take an online course
2/3Of all students participate in some form of
technology-based instruction
49Degrees/certificates available entirely online
(12 Master’s degrees)
State investment is critical for our future Encourages college preparation Helps keep college affordable/accessible for Utahns
A well-educated workforce is critical for future generations
19
Higher Education Boards
20
Individual Characteristics
• Influential citizens• Appointed by the Governor• Each have a responsibility to support and promote higher
education as a whole and USHE.• Trustees also have specific responsibilities for their own
institution
21
Helpful Hints• Recognize and respect the difference between policy and
administration– Example:
• Appropriate: What are the strategies to encourage more students to successful transition from developmental math to math 1050?
• Inappropriate: Who is teaching remedial math, or how are they teaching it, or where or when is it taught?
• Presidents are responsible for the management and leadership of their institutions including personnel
22
Helpful Hints• Only the Board Chair or CEO (President or Commissioner) speak
for the Board, not individual board members• Chair or President/Commissioner are responsible for making sure
their comments on behalf of the board reflect the full or majority of the board
• Any issues with other board members or the President/Commissioner should be raised with the Chair
• Publicly show support for the decisions of the Board, the President/Commissioner– “Privately advise, publicly support”
23
Board Member Expectations
24
• Be informed generally on higher education and other high profile policy & community issues
• Come to meetings prepared– Read materials– Be ready to offer feedback and make decisions
• Keep confidences
Board of Regents
25
Selection & Retention
of Presidents
Selection & Retention
of Presidents
Policy Leadership
Policy Leadership
Program ApprovalProgram Approval
Budget & Facilities Oversight
Budget & Facilities Oversight
Boards of Trustees(Governor appointed)
Commissioner of Higher Education
InstitutionPresidents
• Approve:– Program approval for new degrees and certificates
(by vote) and other curriculum/program items (by General Consent after staff review)
– All tuition and fees– Appointment and evaluation of Presidents
• Trustees have major role
– Budget and Capital Facility recommendations– Property transactions over a certain amount– Statewide policies
Board of Regents - Highlights
26
• Act with President to ensureeffective operations of theinstitutions
• Statutory responsibility for– Community Communications– Fundraising– Planning– Alumni Relations– Honorary Degrees
• Provides preliminary approval and oversight on issues going to the Board of Regents (second tier tuition, academic programs, property transactions, etc.)
Board of Trustees
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8 appointed by Governor
StudentBody
President
Alumni Association President
• Presidential Searches with Board of Regents• Assist Regents with Performance Evaluation of Presidents• Approve Institutional policies• Implement statewide policies• Master Planning• Review and Approval Before Board of Regents
– 2nd tier tuition– New programs/degrees & certificates and other items– Capital facility requests– Property transactions
• Internal Audit• Consults and provides advice to presidents on auxiliaries and
athletics, investments, property, etc.
Board of Trustees - Highlights
28
• Trustee Chair is Vice Chair of the Search Committee• Equal number of Regents and Trustees on Search
Committee• Final candidates to meet with Trustees along with other
constituent groups• Trustee Executive Committee to participate in finalist
interviews and Board deliberations
Board of Trustees – Presidential Searches
29
As part of Resource & Review Team• 4 members (Trustee Chair and Vice-chair, 2 Regents)• Become familiar and assist Presidents
– Regents get deeper understanding of specific institutions– 2 Meetings per year (Spring & Fall)
• Assists Regents with Performance Evaluation of Presidents– Informal evaluation (Spring of each year)
• Compensation increase requires positive evaluation– Formal evaluations are on a schedule every few years
• Trustees are consulted
• Presidents share institutional highlights in the Fall R&R
Board of Trustees – Working with R&R Team
30
• CEO of the institution responsible for academic quality and financial management
• “Face” of the institution—communication with public, students, faculty, legislature, etc.
• Works with the Council of Presidents and Commissioner as recommendations are developed for the Board of Regents, Legislature and Governor
Presidents
31
Unified Budget Process
32
Board of Regents – Unified Budget Process
33
June-August
Commissioner seeks input from Presidents on Priorities
September Commissioner makes recommendations to Board of Regents for discussion, review and approval
October Submit to Governor/Legislature
November-December Governor forms statewide budget request
December Legislature’s Executive Appropriations Committee establishes budget parameters
Board of Regents – Unified Budget Process
34
January-February
Legislature’s Higher Education Appropriations Subcommittee holds hearings, prioritizes recommendations to Executive
Appropriations
March Executive Appropriations Develops budget; Legislature approves
March Governor signs/vetoes
April/May Commissioner’s Office works with State Division of Finance to execute budget changes
Statutory Components of Unified Budget
35
Employee Compen-
sation
Cost of Living Increases
Insurance Increases
Mandatory Costs
Operation and
Maintenance
Utilities
Statewide and
Institutional Priorities
2013 Examples:
-University of Utah Medical
School
-Dixie State University
Status
-Regents’ Scholarship
Unfunded Historic Growth
Has not been funded since
2002
Mission Based
Funding
New Enrollment
Growth
3 Strategic Priorities
Equity
Mission Based Funding
36
Distinctive Mission
• Completion• Participation• Economic
Development
Equity
• Addresses funding inequities for institutions with similar missions
New Enrollment
Growth• Not requested in
2013
Institutions submit initiatives with defined outcomes, assessment criteria and budget plan that fit into these categories
Capital Development (Buildings)
37
State-funded projects
• All or part are to be funded from state-appropriated and/or state general obligation (GO) bonds
Non-state-funded projects
• Entirely funded from non-state-funds
• Including revenue bonds issued by USHE
Both types of projects require Board of Regents and Legislative approval
Both types of projects require Board of Regents and Legislative approval
Capital Development (Buildings)
38
May Building guidelines/scoring analysis established/refined by Board of Regents
June-July Institutions submit project proposals, projects scored
September Regents task force makes recommendations to Board of Regents for prioritization
September-October
Prioritized projects sent to State Building Board for prioritization with other state funded projects
October Governor prioritizes building proposals in Governor’s Budget Recommendations
January Legislative Infrastructure and General Government Committee recommends priorities to Legislature
February-March Considered by full legislature for final approval
A Special Thank You
39
Your public service is critical to the success of higher education in Utah
Questions/Discussion
40
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