Presentation Transcript

1. State of the Institute 2010

2. Topics Budget Accomplishments 2006 – 2010 New Initiatives Center for Renewable Carbon Compensation Advisory Board Workload Funding Forumla Improvements Future
3. Budget TrendsFY 2005 through FY 2010
4. PHILOSOPHY Improve operating efficiency while maintaining critical positions that are necessary to drive our teaching, research, and extension missions Guiding principles dealing with budget reductions Minimize negative impact on students Minimize reductions in force Maintain program availability statewide
5. REVENUE 1Growth is due to increase of cost of tuition and class size for the College of Veterinary Medicine. 2Increase in FY 2008 Federal Appropriations was due to additional Hatch funds awarded to AgResearch and timing difference due to state and federal year end. 3Funding for CASNR is not included.
6. REVENUE
7. STATE APPROPRIATIONS ARRA and MOE funds are not included in the totals. Funding for FY 2011 and 2012 are estimates.
8. EXPENDITURES
9. Managing with Reduced BudgetsBudget Plan forFY 2010 – FY 2012
10. Cost Savings Travel Improvement Program – Statewide travel is submitted by scanned document instead of mailing hard copy. Annual Savings - $50,000 Four of seven academic units converted all or part of multiple research support staff positions to restricted accounts. Annual Savings - $208,000 Smart Meetings – By use of Polycom, Centra and MicroSoft Communicator, meetings are conducted via the Internet instead of face-to-face. Travel costs are reduced while communications are improved. Estimated Savings - $75,000; Staff Time Savings (from travel) - $1M Electronic Receipts – Replacement of handwritten receipts with electronic system. Direct Savings - $5,000; Staff Time Savings - $200,000 Closure of Buford Ellington 4-H Center. Direct Savings - $200,000
11. Cost Savings 152.91 positions eliminated. Estimated annual savings - $6.56M- Vacant 60.00 - Retirement 59.50 - Professional/Support Staff 24.41 - GRAs 9.00 Operating budget reduction. Annual Savings - $1.92M Purchase of vans and trucks for off-campus locations. Annual Savings vs. Mileage Reimbursement - $.43/mile. Savings does not include vehicle acquisition cost. CVM replaced “chiller plants” originally installed in 1976, 1 of 9 original air-handler units, and old “mercury lighting” system with the Pendergrass Library. This new equipment is 50 percent more efficient than the original.
12. Strategic Reallocation Centralized grant and contract pre-awards operation within the teaching, research and Extension units. This was a strategic move to promote more efficient and effective use of resources by both faculty and staff and will result in growth in grant/contract award dollars. Re-focused programmatic areas at the 10 Research and Education Centers while maintaining the necessary diversity in geographic and climatic conditions. REC total reduction - $1.2M Consolidated leadership at the Middle Tennessee and Dairy Research and Education Centers. Annual Savings - $135,000 Relocation of the Milan Research and Education Center headquarters next to the Milan No-Till Museum – improved staffing efficiency. Annual Savings - $65,000
13. Strategic Reallocation New e-commerce store front is being developed for online sales. It is anticipated that the number of online clientele will increase with a more user-friendly website. Estimated additional income = $50,000 E-Mail system was merged with UTK and allowed for the elimination of 1.4 FTE. Annual savings = $200,000 International Agriculture program was merged with UTK and allowed for the elimination of 2 FTE. Annual Savings = $200,000
14. Revenue Enhancements Opportunities Student-Led Organic Vegetable Market Rental of UT Gardens Garden membership fee Increased livestock show fees – will be used to fund livestock coordinator position Online sale of publications Master beef programs and pesticide safety certification
15. Revenue Enhancements Opportunities UTIA Capital Campaign has exceeded $85M Improve marketing of UT animal genetics 50 mile radius “courier service” to capture blood and tissue submissions from private veterinary practices to hospital diagnosis labs will enhance revenue and referral cases. New services established with Small Animal Hospital Community practice – primary care medicine Dental practice Integrative Medicine Electronic medical record access, “Referring Veterinary Web Portal,” should enhance referral cases.
16. Revenue Enhancements Opportunities MRI service for Equine Hospital. Intend to market name change from VTH to UT Veterinary Medical Center to enhance recognition of UT medical and surgical expertise. Fees for lab intensive CASNR courses or those requiring materials. Increased grant and contract activity to support teaching: 7 submitted for a total of $2,810,553 2 funded to date for a total of $1,390,665 with the others pending
17. Total FilledFaculty Positions
18. Accomplishments 2006 - 2010 Grew enrollment 13-20% Increased degrees awarded annually 38% BS 55% MS 117% PhD New Academic Programs PS - Bioenergy Concentration CVM – Rehabilitative Medicine and Community Practice MS Landscape Architecture BESS - Construction Technology and Off-Road Vehicle Concentrations Over 300,000 off-campus students in 4-H programs
19. Accomplishments 2006 - 2010 Tennessee Biofuels Initiative and Biomass Innovation Park, Center for Renewable Carbon Center for Safer Athletic Fields New leadership Reorganized UTIA Information Technology Unit 30% increase in external grant support Exceeded Campaign for Tennessee Goal Realigned UT Gardens Revised UTIA Administrative Structure Cut UTIA Administrative budget 18%
20. 2006-2010 UTIA Capital Programs $90 Million Total/$47.5 Million State Funds John & Ann Tickle Small Animal Hospital & ICU Renovation Brehm & McLeod Animal Science Building* Milan REC Headquarters New greenhouses* Veterinary tissue digester* Little River Dairy REC* Greeneville Lodge CVM Cherokee Unit Renovation* Bioenergy Science and Technology Laboratory Eastern Region Extension Office Racheff Greenhouse renovation CVM Large Animal Hospital Expansion *State funds allocated
21. It’s A New Day… Renewable Carbon The structural biomass (non-food) component produced from photosynthesis - lignocellulose Traditionally sourced for materials applications Expanded emphasis on energy, fuels, and chemicals Accelerated convergence of agricultural and forest sectors Emerging new toolbox for carbon management UT Institute of Agriculture, Knoxville, Tennessee
22. A Multi-Faceted Mission… Coordinate UTIA’s renewable carbon systems R&D Innovate in process technology producing fuels, materials, and chemicals from renewable carbon Demonstrate novel production and conversion systems Educate and train the new workforce Transfer information on renewable carbon technologies to a broad client base UT Institute of Agriculture, Knoxville, Tennessee
23. Structure and Capacity… The Forest Products Center expands research leadership role as Center for Renewable Carbon Continue programmatic emphasis on wood materials Bioenergy Science and Technology (BeST) Lab – occupancy scheduled for October 2010 Putting the “lab” in “collaboration” UT Institute of Agriculture, Knoxville, Tennessee
24. Science Advancement Leads 1. Dr. Neal Stewart, Plant Sciences – Improving yield of desirable components that reduce cost of conversion. 2. Dr. Neil Rhoades, Plant Sciences – Reducing production inputs while increasing yield and maximizing ecological benefits 3. To Be Named, Biosystems Engineering – Expanding biomass handling and storage options, and value-added preprocessing methods. 4. Dr. Joe Bozell, Center for Renewable Carbon – Creating novel biomass fractionation technologies to lower process costs and expand product options. 5. Dr. Tim Rials, Center for Renewable Carbon – Developing high-value chemical and material products from renewable carbon feedstocks. Dr. Kelly Tiller – Business Development To Be Named– Academic Program Development Dr. Burt English – Policy Implications Management UT Institute of Agriculture, Knoxville, Tennessee
25. The UT Biofuels Initiative Demonstrate cellulosic biofuels Develop a regional bioenergy crop Advance R&D capacity in biomass production and processing Establish a commercialization pathway for the state and region 2010 2007 2008 2008 2009 2009 2009 2009 2010 2010 2010 UT Institute of Agriculture, Knoxville, Tennessee

26. Compensation Advisory Board

    14-member state-wide advisory board to help guide the University’s compensation philosophy, structure and programs.
27. Charged by President – March, 2010 Charge The scope of the board is advisory in nature, recommending to the President’s staff changes to compensation philosophy, policies and practices. Responsibilities include: Review and identification of best total compensation practices Review of UT policies and programs Development of a multi-year compensation strategy (market, equity, incentive and retention) Identification of long-term strategies and practices for improvement Identification of quick wins/successes for employees
28. Progress From First Two Meetings Engaged national compensation consultant Review of best practices Review of current state and recommendations for improvement Recommended survey of state and regional markets first (including TBR and state employees) Reviewed UT’s current compensation program Compensation philosophy Market relationship for direct pay and benefits Policies, programs and pay practices HR strategic plan and initiatives related to pay and benefits
29. Progress From First Two Meetings Cont’d Looked for “quick wins” Review employee suggestions from EEF and Develop website and newsletter to keep employees informed of our work Developed “Employer of Choice” model Continuum stages: misalignment foundation building supportive and promising EMPLOYER OF CHOICE Use model to measure our progress Focus of October meeting Update compensation philosophy and gain support from senior leaders Review survey of state and regional markets; determine other surveys Identify “quick wins” for employees
30. UTIA Workload Formula Committee • Purpose – To develop a funding formula model for UTIA based on workload/output measures to secure additional State funding• Committee made up of Programmatic, Financial and Information Representatives from AgResearch, Extension and CVM• UTIA formula model stresses the land-grant philosophy linking research, outreach and service
31. Room for Improvement, Sure Compensation and funding Governor’s Chairs Capital Needs Maintenance Buildings CASNR Funding Endowed Professorships More partnerships with ORNL Top 25 initiative UTK
32. UTIA Administration Budget UTIA Administration’s budget has been reduced by 18 percent since 2008. It is 2 percent of the total UTIA budget.
33. Membership: Administrators, Faculty and Staff Representatives Administrators Chancellor Joe DiPietro, Chair, Institute of Agriculture Executive Vice Chancellor Ken Brown, UTHSC Vice Chancellor Richard Brown, Finance and Operations, UTC Vice Chancellor Al Hooten, Financial Affairs, UTM Vice President Mary Jinks, Institute for Public Service Senior Vice Chancellor and Provost Susan Martin, UTK Mr. Butch Peccolo, Vice President and CFO Mr. Scott Rabenold, Acting Vice President for Development Faculty and Deans Dr. Toby Boulet, Associate Professor and Past President of Faculty Senate, UTK Dean Tim Cross, Institute of Agriculture, Extension
34. Membership: Administrators, Faculty and Staff Representatives Cont’d Faculty and Deans Continued Dean Tim Hottel, College of Dentistry, UTHSC Dr. Dan McDonough, Professor, History and Philosophy, UTM Dr. Verbie Prevost, Professor/Head and Past President of Faculty Senate, UTC Staff Ms. Margie Russell, Director, Engineering Advising & Past Chair, Exempt Staff Council, UTK Total Rewards Consultants Ms. Priscilla Bright, Executive Director, HR Total Rewards Ms. Linda Hendricks, Chief Human Resources Officer, System and Vice Chancellor of Human Resources, UTK Advisors as Needed: Ms. Catherine Mizell and Mr. Brian Lapps, General Counsel’s Office; Ms. Meredith LeCroy, Employee Communications
35. Current CRC Programs UT Institute of Agriculture, Knoxville, Tennessee
36. Progress From First Two Meetings Cont’d Explore raising the minimum hourly pay rate(s) for employees UT employees have not had an increase in several years Health insurance rates are going up, as well as living expenses We must do something about our employees in the lowest pay grades Total compensation is important The value of UT benefits more than doubles the total compensation of our lowest paid employees We must develop a communication strategy to ensure employees are taking advantage of UT’s benefits, as well as to ensure they understand the value Next steps Determine number of employees impacted and financial impact of recommendation CAB decides if they will make a recommendation to the President’s staff Discussion of communication’s cascade