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Faculty Senate Executive CommitteeSeptember 11, 2019

STRATEGIC OVERVIEW: UB’S ANNUAL RESOURCE PLANNING PROCESS 2019-20

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Overarching goal: Enhance UB’s reputation and impact

• Build faculty strength, productivity and impact

• Recruit great students and fulfill their educational expectations

• Provide support structures ensuring faculty and student success

• Create a diverse campus community

• Become an increasingly global university

• Engage our local community to enrich student experience and regional well-being

• Strengthen partnerships for improved regional healthcare outcomes

University Strategic Goals

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BUDGET PICTURE

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Financial CapacityOperating Sources and Uses 2013-22 ($ in M)

• With exception of small enrollment growth & tuition/fee increases, sources are flat.

• Operating expenses, especially due to negotiated salary increases, continue to rise.

CONSTRAINTS• Tuition Rates – set by

SUNY & Board of Trustees

• Broad Based Fees & ACES – set by SUNY Board of Trustees

• Salary Negotiations – set by NYS & specific unions

$664

$716

$739 $743 $751 $765

$775 $782 $784

$661 $669

$709

$736

$761

$790 $802

$823

$600

$650

$700

$750

$800

$850

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Total Sources Projected Sources

Total Uses Projected Uses

$739

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Unit Workforce Planning Analysis ($ in M)

Unit balances from January TYP Submissions, does not include the FY19/20 $14M for retroactive salary increases from State Budget

$694 $730 $724 $740 $756 $756

$694 $698

$758 $787 $804 $805

$219 $281

$247 $200

$153 $104

$-

$100

$200

$300

$400

$500

$600

$700

$800

$900

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Sources Uses Carry Forward

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Required to Address Issues

Sources Uses

Operating Expenses

Workforce

External Support (e.g., grants, philanthropy)

Enrollment

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Achieve Operational Excellence and Efficiencies• Continue workforce planning

2020-21 ARPP will have breakouts by funding source for all units (State, RF, UBF)

• ABC data – compare staffing models to peersAnticipating future discussions based on data analysis from ABC that will impact unit workforce planning across campus

• EAB/metricsContinuing to make more informed metric-based decisions utilizing information presented February 2019

• Budget model reviewUpdating overall budget model in next few years to better align sources and uses university-wide

• IFR and ICR policiesLooking to implement stronger overall policies for these two funding sources

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Summary of Financial Capacity

• Like most public research universities, we continue to experience declining/flat state support and are increasingly dependent upon tuition revenue

• Resources are in existing base budgets – how you deploy these resources is critical

• Units are using carry forward for recurring expenses and additional recurring expenses are forthcoming (e.g., unfunded salary increases)

• Without changes, units and central do not have the capacity to incur recurring or unfunded costs in the future

• Must accept that NYS taxpayers have limited ability to support us

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2019-20 INVESTMENT REQUESTS/ DECISIONS

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$764 M

$6 M $5 M

Allocated Operating Budget -$764M

Projected Enrollment Growth -$6M

Projected Tuition RateIncreases and ACES - $5M

Total University Operating Budget 2019-20All Funds $775M

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INVESTING STRATEGICALLY: SUSTAIN, CHANGE, GROW

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Sustaining Programmatic Excellence

• Salary increases allow units to maintain faculty and staff excellence

• Increase instructional facilities/classroom budget

• Invest in operation of Medical Campus

• Crisis Services Advocate

• Build Office of Academic Integrity

• Fund Office of Educational Effectiveness

• Retain undergraduate enrollment expansion infrastructure

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Investments in Deans’ Priority Areas & Excellence Funds

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Enhance Diversity

• SUNY PRODiG

• Develop hiring processes to enhance diversity

• Center for Diversity Innovation Senior Scholars program

• Cultural and research centers for African American, Lantinx, Indigenous Peoples and LGBTQ+ communities

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Increase ResearchActivity and Impact• Laboratory

upgrades/enhancements

• Recurring investment in Research and Economic Development:

o UB Shared Equipment

o Research Support Resources

• Looking at Communities of Excellence moving forward

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Educational Programs:Innovation & Effectiveness

• Extend Center for Educational Innovation

• Online Education: Creation of new markets (SUNY Online)

• Improve student outcomes through Artificial (Assistive) Technology

• PhD Excellence Initiative

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Targeted Enrollment Growth & Support

• Strategically build application pipeline and recruitment efforts

o Masters vs. undergraduate

o Role of nontraditional students/credentials

o Physical infrastructure/repopulate South Campus

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Moving Forward

• We have a responsibility to continue planning and restructuring to align sources/uses and ensure continued strength

• Requires efficiency, growth and philanthropy

• Must work together as a university and target investments to achieve goals and priorities

Questions or comments?