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Dean’s Advisory Council on Priorities

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.

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Dean’s Advisory Council on Priorities

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  1. Dean’s Advisory Council on Priorities College of Biological Sciences November 3, 2009

  2. CBS Mission To advance knowledge of the mechanisms of life via breakthrough discoveries and prepare today’s students to create the biology of tomorrow.

  3. Trends in Public Research Universities University of California System http://www.youtube.com/watch?v=MEoYAuGF9Ug

  4. Trends in Public Research Universities

  5. Trends in the marketplace

  6. Trends in the marketplace

  7. Trends in the marketplace

  8. Trends in the marketplace College @ $99/month http://www.washingtonmonthly.com/college_guide/feature/college_for_99_a_month.php

  9. Advancing the Excellence of the University of MinnesotaReport of the Future Financial Resources Task Force

  10. 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.

  11. 2. Tuition now exceeds state support as the University’s largestrevenue stream. in $millions 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.

  12. 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.

  13. Strategies to Advance the Excellence of the University of Minnesotain 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.

  14. College of Biological SciencesTrends in Financial Sources and Uses November 3rd, 2009

  15. CBS Centrally Allocated Revenues New Budget Model

  16. CBS Centrally Allocated Revenues (Adjusted)

  17. FY10 Budgeted Expenditures Salary and Fringe make up 43% of budget

  18. How do we spend our reserves?

  19. Student Credit Hours (How much we teach)

  20. Our Majors

  21. Cost of Students • FY09 • Undergrad $3,515 • Grad $4,029 • FY10 • Undergrad $3,280 • Grad $4,048

  22. Revenues and Costs per Undergrad • Banded Resident Tuition + Fees = $9,120 + $1,200 • CBS share = $4,902 • 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

  23. 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’

  24. What do we (CBS) have to do for FY 2011? Cut 2% = $800,000 recurring

  25. 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

  26. 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

  27. 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

  28. Where are we, with respect to our goals?

  29. Progress toward goalsCompact 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

  30. Where are we, with respect to our goals?

  31. Progress toward goalsInfusions 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

  32. Where are we, with respect to our goals?

  33. CBS Departments & Programs • Biochemistry, Molecular Biology and Biophysics • Ecology, Evolution and Behavior • Genetics, Cell Biology and Development • Plant Biology • Biology Program • BioTechnology Institute

  34. 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

  35. Undergraduate Majors • Biochemistry • Biology • Ecology, Evolution and Behavior • Genetics, Cell Biology and Development • Plant Biology • Microbiology • Neuroscience

  36. 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

  37. Deliverables and Ground Rules

  38. What should we do? • It depends upon perspective. • Me • My department • My college • My university

  39. What should we do? • Scenario A • Upside • Downside • Scenario B • Upside • Downside • Scenario C • Upside • Downside

  40. Thank you! • Working groups • Revenue – Dave Bernlohr, Chair • Administrative & Academic Effectiveness – Scott Lanyon, Chair • Scope of CBS Mission – Kate VandenBosch, Chair

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