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Strategic Planning Process:Defining UC San Diego’s FutureTown HallPradeep K. Khosla, ChancellorDecember 2012
Our Goals To be the leading public universitythat enriches human life by:– Creating and disseminating discoveries,technologies, inventions, cures, creativeworks and artistic expression– Educating and training leaders for society– Maintaining access and affordability– Engaging with, and contributing to,the community– Recognizing and celebrating diversity To be a university that provides an enabling andempowering environment and opportunity forall to achieve their objectives, dreams andambitions, while contributing to institutional goalsAct Locally and Impact Globally2
Current Context – External State General Funds expected to be flat at best State budget for construction expected to benon-existent Reduction in federal research support – verylikely! Clinical income will decrease through healthcarereform3
Current Context – Internal High student to faculty ratio– 31:1 for ladder rank faculty– 19:1 for all teaching faculty Low number of PhDs graduated– Relative to our research enterprise of 1B– Relative to our national peers on a per capita basis Need for more infrastructure– Research and classroom space– Housing Large deferred maintenance backlog Underinvestment in advancement– Less than 3% of giving in the last campaign wasfrom alumni– Very low alumni giving rates relative to our peergroup4
Why we are undertaking this strategic planning effortChallenges for UC San DiegoOverall Context Highly successfultrajectory over the last52 yearsIncreasing financialconstraintsMany opportunities fordistinctiveness andleadership Improving the undergraduate studentexperience Serving the best students regardless oftheir ability to pay Attracting more graduate students Improving student to faculty ratioAttracting and retaining talented facultyEnhancing infrastructureImproving UC San Diego’s brandEnhancing global presenceFostering interdisciplinary cooperationamong departments and schools byremoving institutional barriersIncreasing alumni giving rates5
How the strategic planning process will work1 Design the process2Engage stakeholders and conductassessment of UC San Diego’s currentsituation and its environmentDevelop acomprehensivestrategic plan3 Facilitate definition ofUC San Diego’s vision4Set the strategy to achieveUC San Diego’s vision5 Plan the implementation6
Guiding principles for the approachWe believe this effort should Honor and understand UC San Diegohistory and legacyDefine a shared aspiration for the future:One university with multiple pillars of excellenceBe bold. This is an opportunity to set anexample for the nation of what the futurepublic university should becomeBe grounded in an honest assessmentof UC San Diego assets and strengths,supported by a simple and clear fact baseGenerate clear priorities –what to do, AND what not to doCreate strategies and commitmentto generate and dedicate the resourcesneeded to ensure future successPay special attention to broaderstakeholder alignment – from Day 17
High level workplan for the strategic planning effort2012ActivityPhase 12013NovDecJanFebMarAprProcessdesignPhase 2Jun Highly interactiveAssessment and engagementPhase 3May Findings anddiscussions inone phaseconstantly informing and shapingother phasesVision definitionPhase 4process, withphases runningin parallelUnit-level strategic planningStrategy settingPhase 5Implementation planningTodayPause for winter break8
Qualitative Assessment: Broad stakeholder engagementOfficersAcademics Chancellor Chancellor’s Council– Vice Chancellors– Academic Deans– Campus leaders– Academic Senate leadershipAlumniCommunityStudentsof National AcademiesProfessors / lecturers /research scientists / projectscientists / clinical physiciansRepresentatives from ORUsbusiness leaders, industry leaders)Current and prospective donorsGovernment officials Critics and community activists Leaders of other academic andresearch institutions in La Jolla Mesa Staff Associations Key administration leaders (e.g. AVCs) Administrative staff Undergraduate, representatives of Board membersCCAB – Chancellor’s CommunityAdvisory Board Key advisory board (e.g. Scripps) Parents of UC San Diego students Potential future employers (i.e., local Council of Provosts Post doctoral scholarsStaff UC San Diego Foundation Academic Senate Department and Program Chairs Nobel Laureates / Members UC San Diego Alumni Alumni Board membersall six colleges and transfer studentsGraduate studentsExtension students9
Multiple channels for stakeholder engagementTown HallsFocus groupsPurposeTiming Share information in large settingsAnswer common questionsProvide opportunity for a broader set of people to participateGather input for the assessment and visioning phases Dec 6th – 1:30pmDec 10th – 10amAdditional ones inJan-MarchGet input in small group settingTest specific ideas with a representative sample ofparticipants from various programs and affiliationsProvoke and identify reactions to internal debates January andFebruaryShare informationUpdate progressGather input for the assessment and visioning phasesAnswer common questions Dec-JuneGather input from large groups of peopleIdentify differences in opinion FebruaryOnline survey Get individual perspectiveGather ideas from various groups Dec-JanInterviews Chancellor’sCouncilmeetings Problem solve and discuss topics as a groupProvide guidance based on input and draftsShare ideas and discuss how to facilitate stakeholderengagement and information dissemination Monthly: DecJuneParticipationin existinggroups10
Quantitative AssessmentIn addition to seeking qualitative input, we will also conduct acomprehensive quantitative analysis.MeasuresRankingTotal Research6Federal Research5Endowment Assets132Annual Giving54National Academy Members9Faculty Awards14Doctorates Granted28Postdoctoral Appointees9SAT Scores117Source: The Center for Measuring University Performance, 201111
Two potential levers to maintain and improve our stature (andranking) amongst our peersIncrease number of PhDsIncrease faculty size Goals ThoughtexperimentCostAssessmentImprove our faculty tostudent ratioDiversify and enhanceour research portfolioImprove the quality of thestudent experience Make recruiting the bestPhD students attractiveReduce the burden ongrants 100 Academic Affairsladder-rank facultyincrease over the next5-8 years ( 11% increasein LRF faculty size) 1,000 increase the PhDstudent body size duringthe next 5-8 years (netincrease of about 30%) 52 M over 5-8 years 12M per year 18 M per yearCurrent fiscal reality does not allow for these unless we findways to increase revenues12
Budget Context – 2012/13Core Base RevenuesProjected /- from 2011/2012State Appropriations132Other State Appropriations–Tuition and Fees23,241Contracts & Grants Overhead6,569Misc Funds–Total29,942Mandatory / Directed ItemsProjected /- from 2011/2012Comp/Ben Cost Increases33,547UCOP Assessment20,496Garamendi Facilities Cost Increase3,001Student Financial Aid6,426Total Mandatory Cost63,470 33.5M of unfunded mandatory cost increase in 2012/13 that will continue into the futureand most likely will increase. The decision on this is still pending! C&G Overhead likely to go down if we don’t maintain our C&G base revenues, given theuncertainty in Federal funding 67% of core revenues: EVCAA VCHS VCMS VCSA13
Immediate next steps The strategic planning process startsnow! Get involved. The administrative review process willstart in January. Track the process and submit yourcomments online at plan.ucsd.edu.14
Brainstorming questionsWhat are the UC San Diego strengths that broughtyou here?Do current UC San Diego degree programs meetthe needs of today's students and the community?How would you improve the student experience atUC San Diego?How can UC San Diego better serve the San Diegoand California community and the economy?If you were the Chancellor, what one or two thingswould you like to do to make UC San Diego a betterinstitution?15
Why we are undertaking this strategic planning effort Improving the undergraduate student experience Serving the best students regardless of their ability to pay Attracting more graduate students Improving student to faculty ratio Attracting and retaining talented faculty Enhancing infrastructure Improving UC San Diego's brand
