The Decade Ahead

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• The Decade Ahead
• Presentation to the Board of TrusteesSeptember
  26, 2006

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I. Integrated Planning at the University of
Cincinnati President Nancy L. Zimpher
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Academic Priorities UC21 Strategic Planning
Council UpdateAnthony Perzigian, Senior VP and
Provost, Baccalaureate and Graduate Education
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Vision

• UC is a comprehensive university, with teaching,
  research, and service missions
• UC seeks to have a positive impact in all that
  it does, from educating a single student to
  designing, conducting and disseminating the
  results of large-scale research projects
• UC addresses 21st-century opportunities and
  problems using 21st- century methodologies and
  pedagogies that build on our history of
  innovation
• The university operates in an urban environment
  that provides learning and research
  opportunities for both students and faculty

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Council Charge
Develop a set of recommendations that will become
a blueprint for the UC21 Academic Plan, which
drives resource allocation, the capital campaign,
and infrastructure planning.
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Process

• 19-Member Council Support Team
• 3 Task Forces
• Academic Units
• Graduate Programs
• UC21 Action Teams
• Data Collection, Assessment Integration

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Integrated Enrollment Planning
UC21 Alignment Reports
FY07 Budget Hearings
UC21 Action Teams
e.g. EGC, STEM2, AT
State Federal Mandates Priorities
UC21 Research Investment Plan
Priorities, Integration, Academic
Program Review / Assessment
UC21 Goals Aspirations
Stakeholders
A Comprehensive Strategic Academic Plan that will
drive Targeted Investments/Priorities
Capital Campaign Priorities Space Facilities
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Information Sources

• College Information
• Provostal Priorities based on budget hearings
• UC21 Planning Information
• External Assessments
• State-mandated STEM² Innovation Incentive
  Initiative UCs Response the Economic Growth
  Challenge Report
• Institutional Research Data

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Themes

• 21st-Century Learning
• Health in the 21st Century
• Science Technology in the 21stCentury
• The Arts, Design Humanities in the 21st
  Century
• Urban Solutions for the 21st Century

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Fiscal OversightMonica Rimai, Interim Senior VP
Finance and Operations
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Fiscal Oversight
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Performance-Based Budgeting Lawrence Johnson,
Co-Chair, Performance-Based Budgeting Committee

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Performance-Based Budgeting

• Members
• Larry Johnson, Dean, CECH, co-chair
• Bill Kelleher, Assoc. Sr. VP, Bacc./Graduate
  Education, co-chair
• Dan Acosta, Dean, Pharmacy
• Robert Ambach, Assoc. Sr. VP, AHC
• Chris McCord, Associate Dean, AS
• Glenn Milius, Admin. Director, AHC
• Rick Newrock, Dean, CAS
• Neville Pinto, Vice Provost Dean, Graduate
  School
• Karen Sullivan, Director, Finance, Budget
  Planning
• Sallie Troutman, Director of Business Affairs,
  Utilities
• Ann Welsh, Professor, COB/Chair, Faculty Senate
• Robert Willis, Director of Business Affairs, DAAP

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Performance-Based Budgeting

• Links accomplishments to resource allocation
• Enables decision-makers to make comparisons to
  benchmarks and best practices relative to
  institutional mission and vision
• Establishes a common language for telling the UC
  story to legislators, alumni, students, the
  public, and campus community

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Actions to Date

• Developed performance-based guiding principles
• Surveyed deans and key administrators
• Targeted key resources, databases, and potential
  consultants
• Scheduled visits or conference calls with Ohio
  State University, University of Akron, and
  University of Dayton

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Deliverables

• By end of fall quarter
• Recommendations for the components of a
  Performance-Based Budgeting System
• Plan to phase in the system
• Plan to evaluate the system

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Retirement Incentive Program Karen Faaborg
Member, Retirement IncentiveCommittee
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Retirement Incentive Program

• Members
• Karen Gould, Dean, McMicken College of Arts
  Sciences, Chair
• Deborah Degroot-Osswald, Assistant Director,
  Human Resources Service Center
• Karen Faaborg, Vice Provost for Academic
  Personnel
• William Johnson, Senior Director, Employee
  Relations
• Elizabeth King, Dean, College of Allied Health
  Sciences
• Kathleen Robbins, Associate Senior Vice
  President, Academic Health Affairs

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Charge and Considerations

• Charge
• Develop recommendations for a comprehensive
  faculty retirement incentive program
• Considerations
• Retirement healthcare costs are a key faculty
  concern
• College budgets will need help from central
  resources
• A short window for program enrollment is
  desirable
• Immediate buy-out and phase-out options

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Deliverables

• Final report and recommendation by
• mid-October
• A university-wide plan will be announced to the
  faculty soon thereafter

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Tuition, Discounting and Remission Program
Caroline Miller, Co-Chair, Tuition, Discounting
and Remission Committee
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Tuition, Discounting and Remission Committee

• Members
• Mitch Leventhal, UC International, co-chair
• Caroline Miller, Enrollment Services, co-chair
• Jan Diegmueller, Finance
• Jeremy Driscoll, Undergraduate Student Government
  Assn.
• Jan Hawk, Academic Health Center Finance
• Rishi Kharr, Graduate Student Government
  Association
• Elizabeth King, College of Allied Health
• Judy Koroscik, College of Design, Architecture,
  Art, and Planning
• Lee Mortimer, Institutional Research
• Neville Pinto, Graduate School
• James Plummer, Executive Chief Financial Officer
• Jerry Ricketts, College of Business Faculty
  Senate Rep.
• Connie Williams, Student Financial Aid
• Pat Woods, McMicken College of Arts Sciences

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Charge
Develop recommendations for a comprehensive
approach to setting tuition, discount, and
remission policies.

• Review the tuition rate structure
• Analyze the impact of tuition increases for
  in-state, out-of-state, and international
  students
• Assess effectiveness of current discounting on
  yield, retention, and enrollment goals
• Review current tuition remission practices

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Key Observations

• Current tuition remission is generous and has
  room for improvement in its administration
• High out-of-state tuition impedes growth in
  domestic and international markets
• Resolution requires careful sticker and
  discount setting
• Must improve the balance of gift/grant v. general
  fund scholarships/discounts

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Deliverables

• Recommendations will include and address
• Appropriate in and out-of-state tuition levels
  sensitive to markets and costs
• Strategic discount levels focused on key
  populations and programs identified with the
  Provosts and Deans
• Improvement in policy consistency and
  administration of tuition remission for employees

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Capital AdvisoryBeth McGrew, Director Campus
Planning Design
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Capital Advisory Committee

• Members
• Laura Fidler, Associate Senior Vice President,
  Academic Health Affairs, co-chair
• Kristi Nelson, Senior Vice Provost, Baccalaureate
  and Graduate Education, co-chair
• Robert Arkeilpane, Deputy Director, Athletics
• Frank Bowen, Associate Vice President, Student
  Affairs
• Colette Castleberry, Student
• Don Connley, Assistant Vice President, Facilities
• Linda Graviss, Assistant Vice President, Finance
• Lawrence Johnson, Dean, CECH
• Andrea Lindell, Dean, College of Nursing
• Mary Beth McGrew, Director, Campus Planning and
  Design
• Margaret Reed, Planning Chair, Faculty Senate
• Ray Renner, Associate Vice President,
  Construction Management
• Jerry Tsai, President, Student Government
• Ann Welsh, Chair, Faculty Senate

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Charge

• Provide advice and feedback on the development of
  UCs capital priorities and the formulation of
  the capital budget

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Considerations

• Space assignments
• Implications of projects on long-term hold
• Relocations
• Space and classroom utilization
• Condition of buildings
• Non-academic campus issues
• Program changes
• Renovation

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To Date

• Faculty Center Use Recommendation
• Capital Project Funding Overview
• Capital Project Approval Process
• Building Audits/Assessments

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II. Governance ReorganizationPresident Nancy
L. Zimpher
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Shared Decision-Making Structures and
Processes
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Inventory of Committees

• Asked for
• Charge
• Composition
• Current Roster and Terms
• Meeting Schedule
• Contact Person
• Comments on Faculty Involvement

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Definition

• All-university governance committees are those
• whose activities influence university policy
  broadly
• whose membership includes multiple
  constituencies, including faculty and students
• who make recommendations to higher university
  authorities

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Examples VPs Proposed Governance Committees

• President Standing Committee on Conflicts of
  Interest
• Provost Faculty Development Council
• Finance Capital Allocations Committee
• Administrative Human Resources Advisory
  Committee
• Government/Communications Civic Engagement
  Council
• Info Technology Academic Planning Technology
  Council
• Research Intellectual Property Committee
• Student Affairs Commencement Committee
• Joint Strategic Enrollment Management

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Faculty Senate Governance Committee

• Marla Hall, Chair, Applied Science
• John Bryan, AS
• J. Michelle Conda, CCM
• Lynn Davis, RWC
• Nancy Hamant, CECH
• Jane Thompson, AHC Libraries
• M. Ann Welsh, Business
• Roger Worrell, Medicine

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Ad hoc Working Group on Improving Decision-Making

• Sandra Degen, Research
• Marla Hall, Applied Science
• Nancy Hamant, CECH
• Jerry Lingrel, Medicine
• Richard Newrock, Applied Science
• David Lee Smith, DAAP
• Gregory Stewart, CAT
• James Tucker, ABS
• George Vredeveld, Economics Center
• for Education Research
• M. Ann Welsh, Business

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Charge to Ad hoc Working Group

• Review and integrate data and recommendations.
• Consider historical precedents and multiple
  perspectives
• Propose a discrete set of all-university
  governance committees
• Use the working definition
• Propose a process for engaged decision-making
  that clearly articulates the flow

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Faculty Senate Committees

• Faculty Senate Cabinet
• Academic Affairs
• Budget and Priorities
• Committee on Committees
• Human Relations
• Instructional Technology
• Planning Ad hoc Committees Research

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Student Government Committees

• Cabinet Committees Campus Relations, Community
  Relations, Special Interests
• Senate Ways and Means, Academic Issues,
  Governmental Affairs, Public Policy, Student
  Rights and Interests
• University Funding Board
• Student Activities Board
• Nightwalk Safety Board

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Conceptions of GovernancePrinciples and Operation
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Highlights of Ad hoc Work Group

• UC21 sets the strategic profile for our
  organization.
• The principles of effective shared governance
  should drive the design of decision-making.
• Decision-making must be inclusive.
• Fewer better than more.
• Committees appointed but not prescribed vary
  according to domain.
• Terms should be staggered and rotating.
• Sound financial basis.
• University community must be informed and advised
  on how to access.

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Principles of Effective Governance(from Faculty
Senate Governance Report)

• Legitimate
• Transparent
• Accountable
• Flexible
• Inclusive
• Aligned with Mission

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Framework for Integrated Policy Decision-Making
Academic Planning

• Academic Priorities Council
• Considers recommendations
• from
• Academic Operations Comm.
• Strategic Enrollment Managememt
• Compliance Board
• Graduate Council
• Others

Request for a decision on a new major
university policy, procedure or change from one
of the all-university governance committees
PRESIDENTS BUDGET ADVISORY COMMITTEE (PBAC)
CABINET ____ EXECUTIVE COMMITTEE
PRESIDENT
BOARD OF TRUSTEES
Fiscal Planning

• Fiscal Oversight Committee
• Considers recommendations
• from
• Performance-Based Budg.
• Retirement Incentive Plan Team
• Tuition, Discount, Remission
• Capital Advisory
• Others

IV. Proposed new All-University Decision-Making
process for UC (SLIDE Flow Chart )
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ABS/Finance ReorganizationMonica Rimai,
Interim Senior VPFinance and Operations
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Transition Team

• Peg Allensworth, ABS, co-chair
• Jim Plummer, Finance Operations, co-chair
• Larry Caras, Finance Operations
• Gary Dent, ABS
• Steve Sayers, ABS
• Karen Sullivan, Finance Operations
• Jamie Toran, ABS
• Annmarie Thurnquist, Finance Operations
• Rick Wiggins, ABS
• Cathy Hiles, ABS

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Charge

• Organizational Chart
• Mission Statement
• Name of New Division

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ABS/Finance ReorganizationPeg Allensworth,
Jim PlummerCo-Chairs, Transition TeamGary Dent
Associate VP Chief HR OfficerHuman
Resources
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Getting Input

• Town Hall meetings
• Transitionteam_at_uc.edu
• Feedback form
• Other models

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Results

• New name
• Administration and Finance
• Mission
• The Division of Administration and Finance
  provides excellent service and stewardship of our
  university resources to advance and support the
  mission of the University of Cincinnati.

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Board Committees ProceduresJeffrey L.
Wyler, Chairman Board of Trustees
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Board Committees

• Current Standing
• Academic and Student Affairs
• Board Administration
• Finance
• Audit
• Medical Affairs
• Physical Plant
• University House
• Meets Separately
• Investment

• Proposed Standing
• Academic and Student Affairs
• Finance and Administration
• Governance and Audit
• Investment

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Standing Committee Meetings
Committee Meetings Sequential open meetings on
Monday prior to board meeting (e.g. 2, 3, 4
p.m.) Board Dinner Informative programs and
time for discussion Monday 6-8 p.m. Full Board
Meeting Tuesday mornings, 830-1130
a.m. Committee chairs deliver reports and lead
discussions on issues
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Q A