Campus Budget Briefing UC Davis Shared Service Center May 30, 2014

2| Annual Budget Briefing – May 30, 2014 UC Davis Campus Facts Started in 1905 as the "farm" for UC Berkeley. Founded as a separate campus in Students as of fall 2013: 34,000 4 colleges, 6 professional schools 99 undergraduate majors 90 graduate programs 23 intercollegiate sports (NCAA Division I) UC Davis accounts for $6.9 billion and 69,000 jobs 22,500 employees (4,100 academic, 14,900 staff, 3,500 students) Member of the Association of American Universities 1 st in the world for agriculture and forestry (QS World University Rankings, 2014) 9 th ranked public university by U.S. News & World Report 1 st in Sierra Magazine 2012 “Cool Schools” Survey Health System: Top Hospital and "A" Hospital Safety Award, Leapfrog Group Consumer Choice Award, National Research Corporation Research Funding: 13 th among U.S. ranked public universities 21 nd among public and private universities

3| Annual Budget Briefing – May 30, 2014 Vision of Excellence A Strategic Framework ​ We are One Community that aspires to make this university the UC of the 21 st Century ​ We foster a vibrant community of learning and scholarship ​ We drive innovation at the frontiers of knowledge ​ We embrace global issues ​ We nurture a sustainable future and propel economic vitality ​ We champion health, education, access and opportunity ​ We cultivate a culture of organizational excellence, effectiveness and stewardship UC Davis is the University that transforms lives while it celebrates humanity and inspires breakthroughs

4| Annual Budget Briefing – May 30, 2014 Annual Budget Process Financial Stability, Invest in Strengths, Rebuild Foundation Fixed costs for state/tuitionEstimate% Benefits, composite rate increase$12.333% Faculty, merit and 3%$13.536% Staff, 3% and contracts$8.523% Deferred Maintenance, renewal$2.88% Total$ % CAMPUS BUDGET PROCESS Call letter – February 24, 2014 Budget meetings – April/May Faculty Hiring call – April BALANCED APPROACH Revenue – 2020, State, Other Fixed costs – salaries, benefits, retirement, deferred maintenance Investments – capital (classrooms, maintenance), graduate student support, library, student success (honors, advising) BUT, CHALLENGES REMAIN Bridge with reserves Continue efficiencies – Administration for 21 st Century Tuition policy –multi-year framework is needed Core fund shortfall of $13M likely to increase to $21 million Projections UC Davis Revenue $3.8 billion

5| Annual Budget Briefing – May 30, 2014 Incentive-Based Budget Model FRAMEWORK Revenue allocation model; allocates funds to deans not departments Provost retains portion centrally for cross-subsidy and strategic investments Incentives drive growth allocations and re-allocations of base Uses principles and metrics for accountability PROCESS White papers as tool to provide analysis and frame policy decisions Use transition and bridging strategies Recognize significance of cultural change MODULES Undergraduate tuition. Model uses student credit hours, majors and degrees awarded. Incentivizes cross college teaching. Indirect Cost Recovery. 37% of Indirect Cost Recovery allocated to unit generating revenue. Summer tuition. Model uses student credit hours with new, direct participation by deans. Graduate tuition. New model removes NRST barrier for 2nd and 3rd year International PhD students. Incentives for masters and TAs. Faculty resources. More autonomy for deans and central funds to support Hiring Incentive Program (HIP) Provost allocation. Fund common goods and provide subsidies across academic units.

6| Annual Budget Briefing – May 30, Initiative GOALS Ensure access for California students and increase opportunities for national and international students Stabilize our finances Increase tenure-track faculty to strengthen research, teaching and outreach Internationalize the campus Boost regional economic development and create new jobs PROCESS Task forces – academic resources, enrollment management, facilities Consultation and refinement of initial proposal Academic Senate review Decision to proceed Implementation plan FRAMEWORK 5,000 undergraduates – 500 residents and 4,500 national and international; more opportunities for graduate and professional 300 faculty (tenure track and teaching faculty) Rate of growth adjusted to capacity in human and physical resources

7| Annual Budget Briefing – May 30, Initiative Early Results Fall 2011 to Fall 2013 UNDERGRADUATE STUDENTS All applications have increased: residents (+11%), national (+146%), international (+355%); higher selectivity More applications from underrepresented students: +27% Added 1,500 undergraduates; proportion national/international increased from 4% to 7% INVESTMENTS $26+ million – investments for instructional programs and student success including advising, gateway courses, TAs, classroom enhancements, student counseling, recruitment and yield Capital Program (new and renewal): Classrooms (e.g., 600-seat, Walker Hall, Testing Center) Laboratory and Office space International Center Student Housing FACULTY Over 110 searches authorized this year Received 76 Hiring Incentive Program (HIP) proposals

8| Annual Budget Briefing – May 30, 2014 Staffing Trends 2008 to 2013 Core Fund employees change Ladder Faculty and Other Academic 1,8631,775-5% Staff3,2872,913-11% SMG and MSP % Students1,3271,4459% Total6,7666,353-6% MIDDLE MANAGEMENT FOR ALL FUNDS DECLINED Number of supervisors declined by 15 percent (~230 FTE) Staff-to-supervisor ratio increased ~5 staff per supervisor to ~6 staff per supervisor THE ACADEMIC CORE HAS BEEN OUR HIGHEST PRIORITY FOR STATE FUNDS/TUITION The number of staff working in general administration units declined from 11% of all employees to 9%. Number of faculty and academic employees on core sources declined by 90 (5%), while the number of staff declined by 443 (11%). Among staff, the number of managers and senior professional positions declined by 24% while the number of all other staff positions declined by 11%.

9| Annual Budget Briefing – May 30, 2014 Deferred Maintenance DM Investment RECENT INVESTMENTS investment: ≈ $22 million Statewide Energy Partnership Program (SEPP): : ≈$60 million Investments are opportunistic and intended to leverage modest base budget (<$1M ) BACKLOG In 2012, UC Davis worked with a facility asset advisor to determine DM backlog on campus. Need of $1.3 billion was identified One of highest backlogs in the system FUTURE INVESTMENTS Chancellor and Provost established biannual allocations as part of campus and health system budget process to provide a source for a multi-year investment plan of $75 million Many capital projects include substantial renewal elements Capital plan also includes many IT infrastructure projects

10| Annual Budget Briefing – May 30, 2014 Research Outcomes and Initiatives ​ In , research grew to $754 million, making UC Davis the only UC campus to have experienced a constant increase in funding in recent years. ​ In , investment in research and scholarship = $18 million through the Office of Research. ​ RISE (Research Investment in Science and Engineering) = $11 million over 3 years ​ IFHA (Interdisciplinary Frontiers in Humanities And Arts) = $3.6 million over 3 years ​ Research Bridge = $3.0 million to increase support of the research bridge program

11| Annual Budget Briefing – May 30, 2014 ​ The public phase of The Campaign for UC Davis began in October 2010 with the goal of raising $1 Billion from 100,000 donors. ​ As of March 2, 2014, $1.081 billion has been raised from 107,328 donors. ​ For the academic year, over $108 million has been raised to date.

12| Annual Budget Briefing – May 30, 2014 One World, One UC Davis ​ UC Davis is a global network that is transforming lives, celebrating humanity and inspiring breakthroughs. This message is already integrated in our Health System, Athletics and the World Food Center

13| Annual Budget Briefing – May 30, 2014 Improving the Student Experience ​ A blue-ribbon committee identified several issues that need to be addressed: ​ Advising ​ Financial Aid ​ Counseling ​ Time-to-degree In , UC Davis is investing more than $20 million in Advising, TAs, Counseling Services and support for Undocumented Students. We are also initiating the first Faculty in Residence program in our student dorms.