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Fro strategic plan march 2014
The document outlines the FRO Strategic Plan for UBC from 2014. It discusses (1) provincial funding cuts and the university's ambitions to provide transformative learning and research excellence, (2) UBC's strategies to achieve academic and operational priorities through initiatives like Flexible Learning and partnerships, and (3) key metrics around teaching, research, finances, and areas for improvement. The FRO priorities are delivering extraordinary campus experiences through support for Flexible Learning and infrastructure investments, achieving operating excellence through organizational effectiveness and summer campus use, and building a strong talent pool with an integrated model, hiring initiatives, and emphasis on health and well-being.
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Fro strategic plan march 2014
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- 2. UBC’s strategic context 2 Provincialcuts and policies • BC grant cuts1 • Loss of maintenance funding2 • Tuition cap • Debt cap University ambitions • Transformative learning experience: Flexible Learning for undergraduate teaching and targeted professional expansion • Global excellence in key research areas • Innovation hub for BC Significant sector transformation • On-line consortia, blended learning • Major investments needed • Global competition • Emerging consolidation 1.Cost cutting 2.Revenue diversification 3.Strategic investments 1. 10% inflationary loss in 5 years + 1% and 1.25% cuts 2. $20m loss 2
- 3. University strategies 3 Academic priorities •Learning Excellence: Flexible Learning, Student experience, Place and Promise • Internationalisation • Research excellence, graduate student support • Innovation: entrepreneurship, partnerships, consulting • Health: synergies, Academic Health Science Network, wellbeing Effectiveness • Teaching model (enabled by Flexible Learning) • IT synergies and partnerships • Finance capabilities (integration, PD1, systems) • Administrative and operating efficiencies • Provincial Shared Services • Communications Revenue diversification • International enrollment in a context of diversity (Vantage) • Professional programs2 and Lifelong learning • Federal research Excellence Fund, Indirect cost of research • Summer use of campuses • Land revenues • Fundraising 1. Professional Development 2. including Applied Masters, certificates (both credit and not credit), continuous professional development and corporate programs 3
- 4. Key metrics 4 All dataare 12/13 (1) Bachelor within 6 years for 2006 entry class, Vancouver only as Okanagan is too recent; (2) 2 and 5 years after graduation; (3) BC graduates working in positions related to their education; (4) Ratio of deferred maintenance ($578m) divided by the total value of the buildings; (5) 91% of funding for all projects comes from donors or project revenues; 97% of this funding is raised by Board 3; (6) Going-concern funding level; (7) $54m from direct industry funding and $10m from industry partnered funding; Does not include $114m from NGOs; (8) Driven by a 4.6% recovery rate on allowable and non-federally funded research: industry, foundations; (9) Cumulative since 1978, UBC averages 5 spin-offs per year; (10) Operating revenues outside of the Provincial grants as % of total revenues; (11) Financing costs/total revenues; (12) S&P, Moody’s; (13) IMANT managed endowments plus SHFE Teaching # applicants/seat 3.3 Average entry GPA 90% Graduation rate1 78% Employment 2/5 years2 93/96% Employment relevance3 84% Assets Deferred maintenance4 16% Fundraising $213m External Capital $5 91% Endowment13 $1,129m Staff Pension Plan6 112% Finance Operating deficit $0m Non-public revenues10 55% International tuition $105m External debt burden11 1.6% Credit rating12 AA+/Aa1 Research and Innovation Total research funding $519m Industry7 funding $64m Indirect cost recovery 5.2%8 Spin-offs9, partners 160/1,100 Teams with e@UBC 80 4 Area of concern Opportunity
- 5. Financial strategy • Revenuediversification is paying off. In 5 years, government grant has dropped from half to 45% of UBC’s operating budget. In ten years, it will have dropped to one-third. • Internationalization and diversity (enhanced by Vantage College) are key to UBC’s financial stability. Their success allow UBC to invest in teaching and research, which in turns strengthens its reputation and helps attracts outstanding faculty and student. This virtuous circle is the new paradigm of great public Universities. • Revenue opportunities from Flexible Learning in terms of professional and corporate programs, as well as revenue potential from Faculty Consulting are also key to the financial sustainability of the Faculties • Over the next few years, UBC needs to continue investing in key Place and Promise priorities: Flexible Learning, Healthy University, Students Services, Research priorities/Graduate Support, IT, Seismic upgrade, Branding and Marketing. • But overall budgets remain very tight. 5
- 6. FRO priorities • Deliverextraordinary campus experiences • Achieve operating excellence • Build a deep talent pool across the University 6
- 7. Extraordinary campus experiences Holisticsupport to Flexible Learning • IT investments • Classroom retrofit and utilization • Support toward the development of professional programs Outstanding academic and community infrastructure • Undergraduate teaching labs, other academic priorities • Collegia, informal spaces • Gage South precinct, Public realm plan • Okanagan campus plan Word-class campus services and animation • Foodservices experiences and healthy choices • Bookstore renewal • Programming and animation, UBC Card • Community engagement Sustainability • Academic and Neighbourhood District Energy System, Electrical demand • Zero-waste action plan • Transit (Biking access, UBC Line) 7
- 8. Operating Excellence Organizational effectiveness •Payment and Procurement processes • Payroll function • Parking efficiency and consolidation of University Services front office • Continuous optimization in Building Operations • Administrative IT systems Summer use of campus • Vancouver: academic programming, 12-month programs, pre-University camps, conference business • Okanagan: “game-changer” to make housing and services viable System-wide perspective • System governance • Okanagan strategic plans (financial, capital and urban) Proactive risk management • Liquidity and internal borrowing • Personal Information • Seismic risk, disaster response and recovery 8
- 9. Talent pool Integrated distributedmodel • Finance capabilities: integrated distributed model • IT capabilities: better support • Support Faculty of Medicine and Health Faculties Hiring and development • Identifying, developing and hiring talent • Career planning and inter-unit mobility • Finance certification Health and well-being • Inspiring workplaces and open working environments • Physical and mental health initiatives (Building Operations) • Old SUB transformed into UBC Life building for student life and support • Athletic facilities Housing affordability (Housing Action Plan) • Student housing expansion • Faculty and Staff rental, affordable ownership • Innovation in terms of social sustainability (community building) 9
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