thursday, february 21, 2013 (8:30am) tate student center – rooms f/g – 5 th floor
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Academic Planning – Campaign Planning
KICKOFF MEETING
Thursday, February 21, 2013 (8:30am)Tate Student Center – Rooms F/G – 5th Floor
The UGA 2020 Strategic Plan
February 21, 2013
Jerry LeggeAssociate Provost for Academic PlanningProfessor of Public Administration and Policy
UGA’s Strategic Plan approved by University Council in March 2010
Strategic Planning within UGA’s Schools and Colleges
BACKGROUND
During the 2012 calendar year, UGA’s 2020 Strategic Plan was updated and revised by a group of “Strategic Plan Champions.”
This group consisted of administrators and faculty members who were assigned by the Provost to revisit the plan with a special focus on aligning priorities and benchmarks.
Undergraduate Education - Laura Jolly*, David Williams, Marcus Fechheimer & Fran Teague
Graduate Education & Professional Programs - Maureen Grasso*, Paige Carmichael, David Shipley & Lorilee Sandmann
Research Excellence - David Lee*, Dan Colley, Loch Johnson & Jessie Kissinger
State and Beyond - Jennifer Frum*, Kavita Pandit & Scott Shamp
Faculty Recognition - Hugh Ruppersburg*, Michelle Cook & Joe Broder
Facilities & Infrastructure - Robert Sumichrast *, Sheila Allen & Rodney Bennett
Natural Resources - John Gittleman*, Jean Bertrand, Peggy Brickman & Dan Nadenicek
*Chair
Campus Champions for Seven Strategic Directions
The work of the Champions was to further consider the strategic priorities and benchmarks for each strategic direction.
Priorities were evaluated to determine if they provided the appropriate means to move the University in these essential directions.
The benchmarks associated with each strategic priority were also evaluated.
Along with Academic Planning, each Champion studied the assigned theme, examined the stated priorities and benchmarks, proposed modifications if needed, and validated the appropriateness for inclusion in the final Strategic Plan document.
These changes were approved by the University Council at their November 28, 2012 meeting.
Campus Champions for Seven Strategic Directions (Continued)
Improving Graduate Programs
Elevating Research Improve Funding and Performance Metrics Increase Research Faculty, Recruit “Star” Faculty Improve Facilities and Space for Research, especially Science,
Technology, Engineering and Mathematics (STEM Disciplines) Increase in Interdisciplinary and International Research
Outreach and Public Problems – In Georgia, the U.S. and Internationally
Increasing Diversity – UGA Faculty, Students and Staff
Sustainability – UGA should be an example to reduce environmental footprints
Hallmarks of 2020 UGA Strategic Plan
1. Building on Excellence in Undergraduate Education
2. Enhancing Graduate and Professional Programs
3. Investing in Proven and Emerging Areas of Research Excellence
4. Serving the Citizens of the State of Georgia and Beyond
5. Improving Faculty Recognition, Retention and Development
6. Improving and Maintaining Facilities and Infrastructure
7. Improving Stewardship of Natural Resources and Advancing Campus Sustainability
Strategic Plan Directions
Mac CorryAssociate Vice President
for External Affairs – Development
February 21, 2013
From Strategic Plan to Campaign Plan
A university’s Strategic Plan Directions become the roadmap for Development (and for others doing fundraising).
Fundraising to help fulfill a Strategic Plan usually takes the form of a major comprehensive CAMPAIGN.
As noted earlier, there are also additional funding sources to consider.
Examples: Internal redirectionStudent feesSponsored researchState/Federal support
But now, back to campaigns.
FUNDING SOURCES
1920sThe Alumni Society Campaign$1 Million
1980sThe Bicentennial Campaign$93 Million
1990sThe Third Century Campaign$151 Million
2000sThe Archway to Excellence Campaign$654 Million
UGA CAMPAIGN HISTORY
Our last campaign was conducted from 2001 to 2008.
The most significant areas of support included:
o$82.3 million for scholarships and other student support
o$54.7 million in new endowments for chairs, professorships and other faculty support
o$174.3 million for academic and research supporto$51.9 million for buildings and facilitieso$38.0 million for public service and outreach
programs
ARCHWAY TO EXCELLENCE CAMPAIGN
The new campaign’s directions will likely mirror the current UGA Strategic Plan’s seven Strategic Directions:
1) Building on Excellence in Undergraduate Education2) Enhancing Graduate and Professional Programs3) Investing in Proven and Emerging Areas of Research
Excellence4) Serving the Citizens of the State of Georgia and Beyond5) Improving Faculty Recognition, Retention and Development6) Improving and Maintaining Facilities and Infrastructure7) Improving Stewardship of Natural Resources and Advancing
Campus Sustainability
PLUS:
8) Ensuring Annual and Long-Term Unrestricted Support
THE NEW UGA CAMPAIGN
GOAL: Not yet established, but working with a figure of $1 Billion over 8
years
$125 Million each year
$10.4 Million each month
The end results of today’s meeting will not determine the goal, but will inform the goal-setting process.
THE NEW UGA CAMPAIGN
Completion of a Needs and Funding Opportunities Matrix
Tom S. LandrumSenior Vice PresidentFor External Affairs
February 21, 2013
THE ASSIGNMENT
Completion of a Needs and Funding Matrix is the critical next step for the Capital Campaign. The matrix is a chart with rows and columns to help everyone think through and cost-out what is needed to carry out the UGA 2020 Strategic Plan.
We have used this matrix approach at UGA before. It was part of the Strategic Planning process back in 1999 and 2000, which set the stage for the Archway to Excellence Campaign. Some of that material is in your packet.
As stated before, there are several sources of funding support. Fundraising is just one source.
THE MATRIX
UGA is large and complex, and there is no ideal way to identify all the needs. Today’s meeting begins that process.
Not every wish or need tied to private resources will end up being part of the final campaign plan.
Lists of needs should be vetted up your administrative channels; i.e. we need one list from each School, College or Unit – not lists from each department, center or institute.
CAVEATS
Before we address the matrix process, please note in your packets, a stapled collection called “Strategic Direction Worksheets.”
For each Strategic Direction, we have provided the Strategic Priorities from the text of the 2020 Strategic Plan.
We suggest using the Strategic Priorities to help you think about what items (endowed chairs and professorships, lab renovations, etc.) you will need to help fulfill the Strategic Plan.
STRATEGIC DIRECTION WORKSHEETS
a. Strategic Priority: Prepare graduates for life-long learning through problem- solving, collaboration, and critical thought; enhance engagement across the curriculum to promote development of analysis and communication skills in the student-centered classroom. b. Strategic Priority: Provide a first-year experience for all incoming UGA first-year students by means of the Quality Enhancement Plan (QEP), which is designed to introduce students to scholarly habits of mind and engage them in the academic culture of the University. c. Strategic Priority: Provide students with experiential research, service, international, and co-operative learning opportunities, integrated with their area of study.
EXAMPLE OF A STRATEGIC DIRECTION WORKSHEETStrategic Direction I
Building on Excellence in Undergraduate Education
A blank matrix is in each packet. An electronic version will be forwarded to everyone here.
Let’s now examine the matrix labeled “EXAMPLE” in your packets.
THE MATRIX ITSELF
EXAMPLE
NEEDS AND FUNDING OPPORTUNITIES MATRIX(Return to Office of Academic Planning no later than April 5, 2013)
(Electronic copies to mandih@uga.edu)
SCHOOL/COLLEGE/UNIT: School of Rocket Science COST BREAK-OUT TOTAL PRIVATE $
STRATEGIC DIRECTION I: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $ 1) New Research-Learning Program in $2.0M $2.0M BUILDING ON EXCELLENCE IN UNDERGRADUATE EDUCATION Combustion and Propulsion (redirect) NOTES: 2) Endowed Undergraduate Scholarships $6.0M $6.0M Item 3: Possibility that Industry Consortium fees from Item #3 under Strategic Direction III could cover up to $1M. 3) Enhance National Co-op Opportunities $2.5M $2M $500K with Defense Industry (see note) (redirect) 4) TOTAL PRIVATE $
STRATEGIC DIRECTION II: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $ 1) Endowed Research Symposia Program $250K $250K ENHANCING GRADUATE AND PROFESSIONAL PROGRAMS NOTES: 2) Endowed Graduate Fellowships $8.0M $8.0M 3) Graduate Student Support Fund $1.5M $1.5M 4)
EXAMPLE
NEEDS AND FUNDING OPPORTUNITIES MATRIX SCHOOL/COLLEGE/UNIT: School of Rocket Science
COST BREAK-OUT
TOTAL PRIVATE $ STRATEGIC DIRECTION III: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $
1) Research and Technician Positions $8.0M $8.0M INVESTING IN PROVEN AND EMERGING AREAS for New Fluid Dynamics Lab OF RESEARCH EXCELLENCE
2) Endowed Chairs and Professorships $12.0M $12.0M NOTES: for Five Departments Item 3: ARRA - American Recovery and Reinvestment Act
3) Establishment of Guidance System $4.0M $3.0M $1.0M Consortium for Industry and Universities (see note) (member fees) 4)
TOTAL PRIVATE $ STRATEGIC DIRECTION IV: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $
1)
SERVING THE CITIZENS OF THE STATE OF GEORGIA AND BEYOND NOTES: 2) 3) 4)
EXAMPLE
NEEDS AND FUNDING OPPORTUNITIES MATRIX
SCHOOL/COLLEGE/UNIT: School of Rocket ScienceCOST BREAK-OUT
TOTAL PRIVATE $
STRATEGIC DIRECTION V: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $ 1) Endowed Chairs and Professorships for $3.5M $3.5M IMPROVING FACULTY RECOGNITION, RETENTION Underrepresented Faculty Groups
AND DEVELOPMENT 2) Career Development Awards $2.0M $2.0M NOTES: 3) 4) TOTAL PRIVATE $
STRATEGIC DIRECTION VI: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $ 1) Thermodynamics Laboratory Renovation $4.0M $3.0M $1.0M
IMPROVING AND MAINTAINING FACILITIES AND INFRASTRUCTURE and Equipment (MRR) NOTES: 2) 3) 4)
EXAMPLE
NEEDS AND FUNDING OPPORTUNITIES MATRIX SCHOOL/COLLEGE/UNIT: School of Rocket Science
COST BREAK-OUT TOTAL PRIVATE $
STRATEGIC DIRECTION VII: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $ 1) IMPROVING STEWARDSHIP OF NATURAL RESOURCES AND ADVANCING CAMPUS SUSTAINABILITY 2) NOTES: 3) 4) TOTAL PRIVATE $
STRATEGIC DIRECTION VIII: PROGRAM/PROJECT/OTHER COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $
1) Unrestricted Support (Current and Endowed) $3.5M $3.5M ENSURING ANNUAL AND LONG-TERM UNRESTRICTED SUPPORT NOTES: TOTAL PRIVATE $ COST (CAMPAIGN) STATE $ FEDERAL $ OTHER $ MATRIX TOTALS $57.25M $39.75M $11.0M $3.0M $3.5M
Please note the due date at the top of the matrix: No later than April 5 to Jerry Legge at the Office of Academic Planning.
Electronic copies to the attention of Mandi Herrin Albanese at: mandih@uga.edu
OR
Hard copies to:
Dr. Jerry Legge (Attn: Mandi Herrin Albanese)Office of Academic PlanningBank of America Building, Suite 416110 East Clayton Street
THE MATRIX
(RESOURCE SHEET INSIDE PACKET)
QUESTIONS AND ANSWERS
Academic Planning – Campaign Planning
KICKOFF MEETING
Thursday, February 21, 2013 (8:30am)Tate Student Center – Rooms F/G – 5th Floor
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