2. Process overview
Current situation
Mission & Vision
Objectives
Strategies
Metrics
Financials
Threats & risks
Ability to deliver results
Call to action
3. What keeps me up at night
Cost of quality education
Teaching and advising capacity
Teaching lab renovation
Cost of quality research
Hiring new faculty
Retention of good faculty
Research lab renovation
4. Upcoming Big Opportunities
Rolling out Advanced Manufacturing and
Materials
Finding synergies across Big Data
Infusing Energy, Climate, and Sustainability
across the college
Catching the wave in Neuroscience and
Cognitive Science
Strengthening discovery to translational research
in Life Sciences
5. Mission
Provide a best in the nation education in
science and math
leading to rewarding and impactful careers
Featuring:
Mentoring from exceptional and accessible faculty
Participation in authentic learning experiences for all
students
Involvement in innovative research and entrepreneurship
6. Vision
Students receive a nationally recognized, premium
science and math education
This education is provided through mentoring from
exceptional and highly accessible faculty
The underpinnings of this education is based on
providing students with a wide range of authentic
learning and research experiences
This vision is achieved through a cost and quality-
oriented approach to teaching, research, and societal
impact.
8. Objectives
1. Transition to a better understanding of and a
more sustainable approach to cost/quality
decision-making
2. Identify and implement viable ways to improve
the academic reputation of CNS
3. Make the value proposition of a UMass Amherst
science education more visible and more tangible
for students
4. Expand external relationships with industry,
government, alumni, K-12
11. Student credit hours and
organized class sections / FTE
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
2004 2009 2010 2011 2012 2013
#
S
e
c
t
i
o
n
s
/
F
T
E
TenureTrack Non-TenureTrack TeachingAssociates
0.00
0.50
1.00
1.50
2.00
2.50
3.00
2004 2009 2010 2011 2012 2013
#
S
e
c
t
i
o
n
s
/
F
T
E
TenureTrack Non-TenureTrack
0
50
100
150
200
250
300
350
2004 2009 2010 2011 2012 2013
#
S
t
u
d
e
n
t
C
r
e
d
i
t
H
r
s
/
F
T
E
TenureTrack Non-TenureTrack
12. Departmental variation in organized class
sections per tenure system faculty
0.97
0.71
1.23
1.77
1.10
1.31
1.51
1.73
0.98
1.54
1.17
1.93
0.48
13. Maximizing every possible minute of tenure-track class
sections and credit hours is not optimizing the balancing
act of delivering an exceptional CNS educational
experience.
# Class
sections
Exceptional
Education
# Student
credit hours Advising ResearchMentoring
Faculty contribution to the student experience
14. 1A. Transition to a more sustainable cost- & quality-oriented
approach to teaching, research & societal impact
Restructure the college by creating a School of Earth,
Sustainability, & the Environment by fall 2016
Reorganize across the life sciences
Reorganize the graduate programs by Jan. 1, 2016
Create a unified first-year curriculum by spring 2016
Initiate discussions about opportunities in physical
sciences & math with appropriate participants by Jan. 1,
2016
Create more reasonable teaching loads across all levels in
AY15/16
Consider alternatives to current advising (have tentatively
budgeted $1MM)
15. 1B. Transition to a more sustainable cost- & quality-oriented
approach to teaching, research, & societal impact
Develop a plan by July 1, 2016, with a target to save $2MM in
budget efficiencies within the first two years. Adding efficiency
in running the college and executing actions within the
university
Reduce duplication of courses
Allow us to make more broadly impactful hiring decisions
Develop more CPE classes including online with a target of 10
new courses per year.
Facilitate successful implementation of the new budget model.
Help everyone understand what the new process means, how it
is intended to work, and why it is a benefit to them.
Develop cost / quality as a management tool to make good
decisions and have an efficient use of resources.
Accomplish all actions with an efficient use of resources &
defensible priorities
16. Objectives
1. Transition to a better understanding of and a more
sustainable approach to cost/quality decision
making
2. Identify and implement viable ways to improve the
academic reputation of CNS
3. Make the value proposition of a UMass Amherst
science education more visible and more tangible for
students
4. Expand external relationships with industry,
government, alumni, K-12
17. 2A. Improve academic reputation
Make a commitment to a continuing upgrade of teaching laboratories at
$1MM a year within three years
Expand the off-campus opportunities for students to develop and practice
research-centered skills, professional practice, and habits of mind
Define the data to track number of students by Jan. 1, 2016
Double the number of students with this experience in three years.
Provide unique authentic residential learning experiences beyond just the
exceptional students including research projects, discovery labs, and
honors theses
Define the data to track number of students by Jan. 1, 2016
Double the number of students with this experience in three years.
Get all stakeholders together by Jan. 1, 2016, to determine priorities and
process of promoting targeted high profile programs
Environment and sustainability
Neuroscience
Institute of Applied Life Sciences
18. 2B. Improve academic reputation
Assess advising at the college and departmental level in the
AY15/16 to identify strengths and areas needed for
improvement. Analyze & take appropriate action on
advisor/student ratio, counseling, and mentoring at an added
cost of $1MM a year. Ensure consistency with provost’s
campus- wide approach.
Improve all department websites on a three-year rotating
basis to provide a comprehensive consistent message to
undergraduates and make them more informative by
including FAQ sheets, model pathways for advancement, etc.
Establish college-wide learning goals by June 2016
Increase the participation and perseverance of women and
URM in STEM majors
19. 2C. Improve academic reputation
Utilize funds from CNS restructuring, strategic investment,
new donor relationships, & grants to upgrade faculty, labs,
and research.
Make a commitment to a continuing upgrade of research
laboratories
Increase funding for retaining our best faculty.
Rebuild faculty numbers to be nationally competitive in the
departments of Mathematics and Statistics, Physics,
Chemistry, and Psychological and Brain Sciences. Achieving
net increase of five new faculty per year by fall 2017
20. Objectives
1. Transition to a better understanding of and a more
sustainable approach to cost/quality decision-
making
2. Identify and implement viable ways to improve the
academic reputation of CNS
3. Make the value proposition of a UMass Amherst
science education more visible and more tangible for
students
4. Expand external relationships with industry,
government, alumni, K-12
21. 3A. Make the UMass tuition cost advantage more
visible and more tangible for science students
Identify and be listed in all appropriate college ranking
sites by Jan 1, 2016
Research: studies, surveys, and any other credible
analyses of career income and success related to the cost
and debt of private versus state university educations by
September 2016.
Work with University Relations on some “science
specific” initiatives
22. 3B. Make a stronger connection between a CNS
education and the student priority of “good jobs”
Establish an office of professional development within the
college for undergraduate students by December 2016.
Promote visibility of alumni who have impressive
business and personal success and credentials and
continually connect alumni to undergraduates and
graduates. Work with the university alumni group
(Evisors) as pioneers in the new advisor network.
23. 3C. Prepare graduate students for multiple
career options
Career preparation:
Identifying and exploring career paths; job search
Communication:
Writing, publishing, presenting, and applying for
grants and fellowships
Leadership and management:
Entrepreneurship, science policy, business skills
Teaching strategies:
Understanding and carrying out best teaching
practices; developing a teaching portfolio
24. Objectives
1. Transition to a better understanding of and a more
sustainable approach to cost/quality decision-
making
2. Identify and implement viable ways to improve the
academic reputation of CNS
3. Make the value proposition of a UMass Amherst
science education more visible and more tangible for
students
4. Expand external relationships with industry,
government, alumni, K-12
25. 4A. Expand external relationships with
government, industry, alumni, K-12
Increase development of external partnerships in
research and funding with targeted businesses &
organizations.
Reach out to state government as honest brokers
of ideas and information
Grow involvement & visibility in Springfield.
Expand participation in STEM Ed Institute
Increase philanthropic giving
26. 4B. Expand external relationships and funding
Increase pre- and post-award grant support across
the college
Build research and donor opportunities with
business
Develop a process for exploring leading edge
research directions for eventual faculty recruiting
Increased collaboration with TTO and UMII.
Follow up with ‘I-Corps’-like activities.
27. On-line science education training
Science Education On-line
Develop blended programs for teacher training
Pre-service science education training for current
student
On-campus science activities
Science Quest
Jump start programs for high school students
Student group outreach, coaching and mentoring in
the school system
4C. Science and Math Literacy and Learning
28. Expansion of the interactions with alumni and the Advisory
Board to focus on:
Relationships with companies who benefit from the students we
train. Listen carefully to their needs; deliver candidates who can
become contributing professionals faster; save them money in
training; and ramp up and earn incremental donations to fuel
the program.
Broad development of the internship program
Relationships with students, parents and guidance
counselors. Influence destination of choice at the right age
4D. Expand external relationships and funding
29. Process Overview
Current situation
Mission an Vision
Objectives
Strategies
Metrics
Financials
Threats & risks
Ability to deliver results
Call to action
30. 2015 CNS sources & uses profile
2015 year-end data
Engage Michael
and Ceil on
data
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
Sources Uses
2015 - College of Natural Sciences
Continuing Education
Gifts/Endowment
Allocations
Sales and Services
Indirect Cost Recovery
State Appropriation
Grants
Reconcile to Sources total
Equipment
Information Tech
Operational
Scholarships
Facilities
Administrative
Payroll
DRAFT from Michael Fahey July 3..
31. 2015 Actual CNS
Sources & Uses
Plus forecasted GAP
In transformation to
additional staff, lab
upgrades and support
in 3-year strategic plan
GAP Expenditures appear
in CAPS in the legend
7/10/15
$-
$20
$40
$60
$80
$100
$120
$140
$160
$180
Sources Uses
PROFESSIONAL ADVISORS
OTHER RENNOVATAIONS
TEACHING LAB UPGRADES
RETENTIONS
NEW FACULTY FACILITIES
NEW FACULTY STARTUP
NEW FACULTY SALARIES
REPLACEMENT FACULTY FACILITIES
REPLACEMENT FACULTY STARTUP
Continuing Education
Gifts/Endowment
Allocations
Sales and Services
Indirect Cost Recovery
State Appropriation
Grants
Reconcile to Sources total
Equipment
Information Tech
Operational
Scholarships
Facilities
Administrative
Payroll
$38MM
GAP
32. GAP EXPENDITURES $M/YR.
REPLACEMENT FACULTY STARTUP REPLACEMENT FACULTY FACILITIES
NEW FACULTY SALARIES NEW FACULTY STARTUP
NEW FACULTY FACILITIES RETENTIONS
TEACHING LAB UPGRADES OTHER RENNOVATAIONS
PROFESSIONAL ADVISORS
GAP expenditures to enhance the student
experience, education, & outcome
33. Closing The Revenue GAP
Growth in SCH
Savings from Organization
Growth in CPE
Strategic Investment
Increased Philanthropy
Saving from Efficiency
34. The new budgeting process
New Strategic Budget Allocation System intended to improve sound
decision-making
Will bring more fiscal control to the college level
Encourages cost containment, greater productivity, entrepreneurial
ideas, development, fundraising, and more
Will position credit hour and enrollment shifts to better inform the budget
allocation process.
Will run parallel budgeting in fiscal 2016 and transfer to new model in
2017
We need to put in place a cost /quality budgeting and decision making
process that works for us regardless of the campus system
Slides two and three are duplicates. The first bullet in slide two is highlighted so I’d delete that one. The second bullet is mission and vision, but slide #8 just says “mission” and it’s not clear if the second graph is intended to be the vision.
T h
Question: Is the second part the vision? If so the header should be “Mission and vision” and the second graph should have a header that says “vision.”
This will be on the web we can have lots of conversations about this
These are the areas were we can improve quality and realize savings across instructional activities
This is the challenge
We anticipate undergraduate majors and instruction to continue to grow
We need to know campus plan for enrollment
We need to strike the right balance between tenure system and non tenure system instruction
EDIT: Fix BMB – Biochemical and Molecular Biology
STEVE NOTES: The greatest problem is that instruction is highly variable across departments
Restructuring and reorganization is being done to improve quality across the board but will also provide some savings from increases in efficiency.
Explore different model options to best meet the needs of students – professional advisors; full time lecturers/advisors; faculty advisors .
Point 2: including interdisciplinary thinking, communication skills, critical and creative thinking, information literacy, teamwork and problem solving, ability to test hypotheses, analyze scientific literature, and perform scientific ethical judgment and integrity.
Probably will not public announce existence of retention fund
Should last sentence be a different bullet?
----- Meeting Notes (9/4/15 13:58) -----
The Sciences at UMass
These are the categories currently used by our financial staff
This way of looking at the budget does not allow us to make good cost / quality decisions
Combination of saving and revenue growth
Savings come from increasing efficiency
Some efficiency comes from reorganization but some increase in efficiency comes from other sources