school of veterinary medicine annual budget meeting · william r. pritchard veterinary medical...

School of Veterinary Medicine Annual Budget Meeting

Annual Provost Meeting May 4, 2015

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Agenda

Opening Comments—Provost and Dean (1) Overview of the SVM

• Strategic Goals • People, Programs, and Centers

(2) Financial Overview • Research Funding Trend • Fundraising Trends • Endowment Summary • Revenue sources and uses (2014-15 outcome) • 2015-16 plans

(3) SVM Priorities • Teaching and Student Priorities • Research Priorities • Information Technology Priorities • Facilities and Equipment Priorities

(4) SVM Challenges • Student debt load • Faculty compensation and start-up packages • VMTH Financial Structure • Tulare Research Center (VMTRC) Well Water Problem • SVM growth

(5) Faculty Recruitment (6) Requests

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Our Mission, Vision, and Strategic Goals MISSION Advance the Health of Animals, People and the Environment VISION Leading Veterinary Medicine – Addressing Societal Needs Goals

(1) Educate World Leaders in Academic Veterinary Medicine (2) Conduct High-Impact Transdisciplinary Research (3) Offer Cutting-Edge Clinical Programs (4) Promote Animal and People Well-Being (5) Promote Highly-Functioning School Infrastructure and Sustainable Resources (6) Recruit and Retain Excellent Faculty and Staff (7) Collaborate with Academic Institutions, Government, and Industry

Overview of the SVM: our People

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• The SVM has 2,118 employees and students: 274 Senate faculty (181 active and 93 emeriti), 65 Federation faculty, 536 DVM students, 16 MPVM students, 159 graduate students, 104 residents, and 964 staff.

• 48 percent of our academic personnel members are women, and 13 percent are members of a minority ethnic group (using the AAVMC definition that includes African American, Asian, Alaskan Native, Hispanic, Native American, Native Hawaiian/Pacific Islander and multi-ethnic individuals).

• Improvements in Hispanic and Native American faculty hiring – an increase from 0 to 4% from 2010 to 2015.

• Our class of 2018 DVM students is comprised of 24 men and 118 women for a total of 142 students. 44 students are members of a minority ethnic group (31%).

Overview of the SVM: Facts about the School

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• The SVM is the #1 ranked vet school, according to US News and World Report and QS Top University rankings, originating in 1948 to serve the public through statewide teaching, research and service programs benefiting animal health, public health and environmental health in California and beyond.

• We offer the following programs: • Two professional degrees: the DVM program and the Master of

Preventive Veterinary Medicine (MPVM) program • DVM/PhD dual degree for veterinarian-scientists (VSTP) • Hospital residency programs for veterinarians in 34 specialties,

largest in the nation • Continuing professional education for veterinarians and animal

health technicians • We are the home of 4 graduate groups: Integrative Pathobiology,

Epidemiology, Immunology, and Preventive Veterinary Medicine (also a professional program).

Overview of the SVM: Major Units

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Six Academic departments —Anatomy, Physiology & Cell Biology; Medicine & Epidemiology; Molecular Biosciences; Pathology, Microbiology & Immunology; Population Health & Reproduction; Surgical & Radiological Sciences William R. Pritchard Veterinary Medical Teaching Hospital —faculty and staff treat over 45,000 clinical cases per year (highest among all vet schools) while teaching clinical skills to DVM students and training residents in 34 specialties; volunteer veterinary emergency response team Veterinary Medicine Teaching and Research Center, Tulare —veterinary education and specialty training; clinical services to local dairies; research emphasizing dairy medicine and herd health California Animal Health and Food Safety Laboratory System —partnership with the California Department of Food and Agriculture for statewide veterinary diagnosis, disease surveillance relevant to public health, research and diagnostic testing methods Veterinary Medicine Extension —statewide educational outreach and research support to farm producers, veterinarians, agricultural advisors and consumers UC Veterinary Medical Center - San Diego —specialty veterinary services (nutrition, pharmacy, hemodialysis, and cardiology) and regional partnerships creating specialized veterinary training and collaborative programs.

Overview of the SVM: our Research Centers/Laboratories

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Developed to foster synergistic faculty collaborations, identify funding, oversee scientific projects, and develop new knowledge through focused investigations and teams. The SVM has sixteen large research centers including the following ten centers with multi-million dollar, multi-fund budgets.

10 SVM Research Centers with Annual Budgets >$1M

California Animal Health and Food Safety Lab (CAHFS)

Comparative Pathology Lab (CPL)

Center for Equine Health (CEH)

VM Tulare Research Center (VMTRC)

Center for Comparative Medicine (CCM)

VM San Diego Clinic

One Health Institute (OHI) Biological Media Services

Vet. Genetics Lab (VGL) VM Central Services

Overview of the SVM: Featured Programs and Faculty

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• The SVM has global influence with international programs such as: • PREDICT 2 (PI Jonna Mazet) – a second phase of the PREDICT

program was funded by USAID's Emerging Pandemic Threats Program for $100M in 2014. PREDICT 2 will focus on the behavioral and ecological factors that result in disease emergence. PREDICT has been conducting global surveillance to detect and prevent spillover of pathogens of pandemic potential that can move between wildlife and people.

• Oncology Drug Development and Discovery Gift – $5M gift over 5 years to support one faculty hire, one oncology clinical trials veterinarian, two post-doctoral fellows, and equipment and reagents to establish a pharmacokinetic core leveraging our clinical expertise in pharmacology and toxicology.

Overview of the SVM: Featured Programs and Faculty

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• Koret Foundation Gift of $5M – Funds clinical faculty member and outreach veterinarian in shelter medicine, research associate in shelter infectious disease, and exchange program with Koret Veterinary School in Israel.

• 2 faculty members elected as fellows by the American Association for the Advancement of Science (AAAS): Dr. Xinbin Chen (professor of veterinary oncology) and Dr. Gino Cortopassi (professor of molecular biosciences).

• Sue Stover received Founder’s Award for Career Achievement from the American College of Veterinary Surgeons.

Overview of the SVM: Our Research Funding History

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We earned the most extramural research funding of all VM schools in the country for 2013-14. The next two highest had $39.5m and $26.6m in expenditures for 2013-14.

$40,814,800 $41,592,321

$57,896,620

$71,213,827

$63,676,991

$65,552,083 $65,271,470

$30,000,000

$35,000,000

$40,000,000

$45,000,000

$50,000,000

$55,000,000

$60,000,000

$65,000,000

$70,000,000

$75,000,000

07-08 08-09 09-10 10-11 11-12 12-13 13-14

SVM Research Expenditures

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Overview: Development Activity • SVM is a leader in fundraising among UC Davis academic units

• The totals in the chart and table include all gifts to-date including

bequests and pledges.

$14,917,776

$8,302,152

$33,733,069

$20,915,099

$34,005,827

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15

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Endowments – Market Value as of June 30, 2014

Endowment Purpose Endowment

Funds Functioning as Endowments

(FFE) Grand Total Professorships and Chairs 6,535 6,535 Departmental lectures 1,279 1,279 Departmental /School Purposes 17,509 29,907 47,416 General Purposes 290 2,397 2,687 Student Aid 56,930 8,571 65,502 Research 6,991 9,304 16,295 Prizes and Awards 4,538 4,538 Various Purposes 890 558 1,448 Undecided 41 41 Grand Total 95,004 50,737 145,742

Our endowments earn ~$5.8 million per year in total. Our student aid endowments earn $2.6 million per year (all of which is allocated to students annually).

Overview: Total SVM Projected Revenues 2014-15

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Revenues (in thousands)

Total Projected Revenues (includes extramural funds projection) = $206,398,000

$47,299

$1,507

$211

$549

$5,534

$8,907

$1,611

$5,663

$673 $10,768

$22,561

$32,952

$59,815

$8,348 Provost Allocation

AES

UG Tuition

Grad Tuition

Professional Tuition

PDST

Course Materials Fee

ICR

Assessment & Misc.

Gifts & Endow Inc.

Self-Supporting Income

VMTH Clinical Income

Extramural Funds

Diagnostic Lab

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Total Projected Revenues = $154,415,000 Does Not Include Projected Extramural Funds = $62,500,000 Total including Extramural Funds = $216,915,000

Total SVM Projected Fund Sources 2015-16 (in thousands)

34,516

1,600 215

556

5,534

7,079

3,611 5,097

49,573

31,834

14,800

Provost AllocationAgricultural Experiment StationUndergraduate TuitionGraduate TuitionProfessional TuitionPDSTCourse Materials Fees + USAPIndirect Cost Return ProgramVeterinary Teaching HospitalOther RevenueGifts and Endowment Earnings

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Departmental Fund Uses = $42,501,000 VMDO, VMTH, and Center Fund Uses = $115,487,000 Total Projected Fund Uses $157,988,000

2015-16 Projected Fund Uses

VMDO, VMTH, All Centers

Departments

16,759

5,681

9,183

6,314

2,016

180

1,904

200 263

Faculty Salaries

Staff Salaries

Benefits

Operating

Faculty Start-up

Faculty Retention

Equipment\Facilities

Bridging\Research Supp

Financial Aid

23,283

2,250

6,757

48,292

34,905

VMDO Operating

VMDO Faculty Start-up

VMDO Financial Aid

VMTH

All Centers

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Projected Carryforward Funds Use for 2015-16 $3.5 M

VMSSAC OMP Buy-Down $500K (for 2 years)

VMSSAC FFE $500K

Tupper Lab Renovation $500K (for 2 years)

Scrubs Renovation (offices) $500K (for 3 years)

Carlson Library-Learning Rooms $250K

CVEC Analyst $100K

Equine Chemist (partial support) $70K

VMTH Additional Supplement $300K

Tulare Residential Units $800K

SVM Carryforward Management Strategy

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(1) First priority: ensure minimal state funds/tuition/fees CF

(2) Second priority: ensure timely and appropriate use of ICR and other unrestricted gifts (3) Annual review of departments and centers

• Create pivot tables by fund type by dept/center • Review COBL and KOBL justifications; starting this process

again due to errors in entry across departments/centers • Request planned uses for remaining carryforward, discuss

faculty balances of >$50K

(4) 73% of all carryfoward held in the following areas: private restricted gifts (14.8%); sales and services income balances (13.6%); faculty discretionary accounts (12%); restricted endowment earnings (11.1%); SFT program accounts (8.5%); faculty start-up accounts (7.4%); CCM – ICR (5.7%).

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SVM Priority Investments: Teaching and Student Focus • Developing a clinical skills laboratory

Hiring two staff members as technical support (expanding DVM class size by 2 to support this lab)

• USAP funds packaged with PDST Return to Aid and SVM Scholarships in 2015-16 Using $125,000 of the ~$2 million in USAP funds for targeted outreach to

students from under-represented communities The SVM allocates ~$6.6 million in funding per year to our DVM students ($2

million in USAP funds, $2 million in PDST Return-to-Aid, and $2.6 million in scholarships from endowment earnings)

• Enhanced Grad Group support: Support 3.5 Grad Coordinators’ (Student Affairs Officer II) salaries and benefits Supplemented graduate fellowship program by $30,000 ($10K per grad

group); allocated $3,750 per group for outreach events, including the CAES-based

Pharm Toxicology Grad Group that has many SVM faculty participants.

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SVM Priority Investments: Teaching and Student Focus (continued)

The School has launched a Career, Leadership and Wellness Center this year and offers the following services. (1) Led by our Career Development Director (new position in 13-14), Janel Lang,

our center offers career exploration and preparation services including: • Career coaching, resume/CV writing, interview techniques, tools to find

internships/externships, and career search assistance. • Access to our new VetMedJobs online job board using Symplicity software

where employers advertise employment opportunities.

(2) Led by our Leadership Program Director (50% up from 40%), Gene Crumley, our center offers professional development in the areas of: self awareness and self management; leadership styles; groups and organizational awareness; ethical leadership; and leadership for life.

(3) Led by our psychologist and coordinator of mental health and wellness

programs (100% up from 62.5% this year), Dr. Zachary Ward, our center offers counseling to our DVM students and mental health services to our students, faculty, and staff.

SVM Priority Investments: Research Initiatives

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(1) Strategic plan with an emphasis on research mentoring, core facilities management, and web portals and resources for faculty researchers. o EGReT - research proposal submission portal and research database o SciVal – Elsevier product that measures faculty and institutional

research performance, integrated into EGReT o 50% research mentor – advisor for grant applications, experienced in

NIH funding (2) Veterinary Institute for Regenerative Cures (VIRC) – recently established in

March 2015 with gift funding. (3) Veterinary Center for Clinical Trials (VCCT) - launched two years ago with a

senior analyst, space allocation, and equipment ($232K one-time, salary and benefits for senior analyst ongoing).

(4) STED Microscopy Shared Resource Facility ($1.137 M) (5) Pharmacokinetic-Pharmacodynamic (PKPD) Research Core – to be

established as part of a $5 million gift as a data repository to support oncology drug development

(6) 2nd year participating in the Biomedical and Engineering Entrepreneurship Academy

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SVM Priority Investments: Information Technology Initiatives

(1) Created an IT Shared Service Center by merging our two IT groups (inspired by OAS recommendation in Dean’s Transition Audit) • Leverage programming, systems administration, and client help desk

support across VMTH and VMDO units • Adopted new project management software tool, Trello

(2) Enhance our Healthcare Information System (HIS)

• SVM committee reviewed peer vet schools’ HIS systems • Concluded ours was the best teaching and research tool, ~ 30 years of

patient records • Developing project plan for exploring a new platform, one possibility

would be the Saleforce.com platform

(3) Explore Adaptive Insights as a budgeting and reporting tool

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SVM Priority Investments: Equipment and Facilities Initiatives

(1) STED Microscopy Facility ($1.137 M investment) The facility includes both the Leica Sp8 Stimulated Emission Depletion (STED) 3x model and the Leica Sp8 Multi-Photon Confocal Microscope.

(2) Veterinary Medicine Student Services and Administration Center (VMSSAC) ($3.295M investment) expected to be completed in December 2016.

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SVM Priority Investments: Equipment and Facilities Initiatives (cont’d)

(3) Planning for Veterinary Medicine Center ($200M, first two phases). We have just completed the campaign feasibility study and have launched a recruitment for a Senior Director of Development to lead the campaign (~150K annual investment).

(4) South Valley Animal Health Laboratory (SVAHL) located at our Tulare site. The SVAHL is a $41.5 M project funded by state bonds. The 53,000 sft facility will be operational in December 2015.

SVM Challenges…

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(1) Student Debt Load - average debt load is $135,759 (class of 2014), lower than the average of $137,886 across 30 accredited US vet schools

(2) Faculty Resources

• concern about salary inversion problem: senior faculty compensated less than newly recruited junior faculty

• Step 1: 2% equity program effective April 1, 2015 using endowment funds

• Step 2: UCOP salary scale review, recommend a $25,000 across the board increase which could cost approximately $1.1M annually. The SVM has started building a Fund Functioning as an Endowment (FFE) to fund part of this.

SVM Challenges… cont’d (3) Faculty Start-Up Packages

• SVM hired 8 I&R faculty members in 2014-15 • Average start-up package was $504,000; total start-up was

$4,320,000 or $1,440,000 paid each year for 3 years. • Our allocation for start-up for 2014-15 was $600,000, and

our expected start-up payments will be $2.25 M. • In 2015-16, we expect to hire 7 I&R faculty members (8

with gift-funded position, mostly replacement faculty). (4) Vet Med Teaching Hospital finances - has teaching as a primary focus and does not generate net income

• Veterinary medical teaching hospital does not have a well-established third party payor/insurance structure and does not have opportunities to generate net income on the scale of the SOM

• The School invests in the hospital to support the clinical year curriculum (~$15m per year)

(5) Tulare Medical Research Center (VMTRC) potable water well • Both wells out of compliance and need to connect to the

new South Valley Animal Health Laboratory well • Cost estimates being developed

SVM Challenges… cont’d

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(6) SVM in relation to Vision 2020 – limited options for growth

• DVM and Grad Student growth rates stable – some increase in non-residents, plan for modest increase in DVM class size (2 students per year)

• Partnerships with undergraduate colleges, but no large undergraduate major at this time

• ICR our source of growth

UCOP Tax (1.55% on all expenditures for 2014-15)

($2,193,000)

Growth in ICR (2011-12 to 2014-15)

$3,165,290-$1,203,000= $1,962,290

Professional Tuition Increase (2011-12 to 2014-15)

$343,988

STIP Base Reduction ($230,000)

Total Net Increase ($116,722)

Faculty Recruitment Plan: 2015-16 Recruitments

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*5 years of gift funding for position. All remaining positions are replacements at 100% I&R unless noted. Likely to replace 20 I&R positions over the next 3-5 years.

Department Specialty

APC/CNPRC Respiratory Biology (50% I&R/50% In Residence)

APC/CNPRC Respiratory Biology (50% I&R/50% In Residence)

PMI/CCM Infectious Disease

VMB CVEC Director

VME Dermatology

VME Zoological Medicine

VSR\VMB* Medical Oncology

VSR Neurosurgery/Neurology

VSR Surgery – Small Animal

VSR Diagnostic Imaging – starting 9/1/2015

PMI Microbial Pathogenesis – starting 9/1/2015

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Requests for 2015-16

(1) Continued commitment to partner on salary scale increase for our I&R faculty members.

(2) Assistance in solving our well connection/potable water problem at our Tulare site (possibly ~$1M, SVM has funded a study through DCM to develop alternative connection scenarios).

(3) Partnering with us to fund our faculty start-up packages. • In 2014-15 current year the SVM start-up allocation was $600K

for 4 faculty positions ($150K per position); we hired 8 faculty members.

• For 2015-16, we request $1,050,000 for 7 faculty positions ($150K per position). Note, our average start-up package in 2014-15 was $504,000.

lineSee Instructions for Definitions of Fund Types

State Funds & Tuition

ICR Student Fees All Other Funds Total

PRIOR YEAR CARRYFORWARD, est 2014-15:Total 10,845$ 9,406$ 1,596$ 41,598$ 63,445$ Change from Prior Year (362)$ (204)$ (1,607)$ (1,323)$ (3,496)$

(net of depreciation, improvements reserves, and distributions out of org)

State Funds and Tuition 56,335$ 56,335$ Indirect Cost Return 5,097$ 5,097$ Professional Degree Supplemental Tuition 9,057$ 9,057$ Other Student Fees - Course Materials Fees+ USAP 3,611$ 3,611$ Other Income or Recharge Inc. Centers/VMTH 65,515$ 65,515$ Other - Endowment Earnings 5,800$ 5,800$ Other - Restricted Gifts 7,000$ 7,000$ Other - Unrestricted Gift Assessments 2,000$ 2,000$ ANNUAL OPERATING SOURCES 56,335$ 5,097$ 12,668$ 80,315$ 154,415$

USES OF ANNUAL OPERATING FUNDS

EMPLOYEE COMPENSATION:Faculty

Regular Faculty (ACAD, SB01, SUB0) 17,700$ 3,325$ 21,025$ Academic Administrators (SB05) 915$ 4$ 260$ 1,179$ Other Academics (SB06, SB03, ACAX, ACGA) 2,455$ 135$ 125$ 146$ 2,861$ Teaching & Research Assistants, House Staff (SB02, SB07, SB04) 3,605$ 72$ 72$ 3,749$ Staff Salaries (STFO, SUBS, SUBG, SUBX, STFB) 14,043$ 1,917$ 2,433$ 26,264$ 44,656$ Employee Benefits (SUB6, SB28, SB67) 14,506$ 741$ 1,061$ 13,603$ 29,910$

Total Employee Compensation 53,224$ 2,868$ 3,619$ 43,670$ 103,382$

OPERATING EXPENSES AND EQUIPMENTSupplies & Expense (SUB3) 2,320$ 2,000$ 5,700$ 30,000$ 40,020$ Subcontracts (SB73) 60$ 60$ Equipment & Facilities (SB34, SUB4) 290$ 620$ 500$ 3,500$ 4,910$

Total Operating Expenses and Equipment 2,610$ 2,620$ 6,200$ 33,560$ 44,990$

TRAVEL (SUB5) 400$ 190$ 215$ 540$ 1,345$

FINANCIAL AID (SCHL) 120$ 100$ 4,100$ 2,700$ 7,020$

OTHER UNALLOCATED (SUB8, SUB7, SBMC) 400$ 200$ 200$ 300$ 1,100$

DISTRIBUTIONS TO OTHER UNITS & DEBT SERVICE 150$ 150$

TOTAL EXPENDITURES 56,754$ 6,128$ 14,334$ 80,770$ 157,987$

ANNUAL NET OPERATING POSITION [Surplus (+)/Deficit (-)] (419)$ (1,032)$ (1,666)$ (455)$ (3,572)$

Federal State Private Local/Other TotalEstimated Contract and Grant Direct Expenditures 39,312$ 15,562$ 6,687$ 937$ 62,500$

2015-16 Estimate

Explanatory Notes: State Funds/Tuition: increased UG Tuition by $4K, Grad Tuition by $7K, Prof. Tuition by $270K, NRST by $100K, plus $854 in faculty merits, unrep staff 3% merit, and benefit incr. of 2%; ICR reduced allocation by 10%; Student Fees: increased by $150K (2.5% of prof. fee); Other Funds: VMTH revenue growth 3%, otherwise flat, gifts and EE's to match history. Note, we have not finished our budgeting process, so this is an estimate. Debt service for the CCM's Garamendi funded building is removed from their ICR allocation prior to distribution. Contract and grant expenditures are estimated as 5% above the prior year's estimates. The breakdown between Federal, State, Private, and Local/Other was taken from the percentages computed for our AAVMC (accrediting body) survey.

School of Veterinary MedicineEstimated 2015-16 Budget, All Funds, Net Operating Position

(Dollars in thousands)

line SOURCES OF FUNDSState Funds and Tuition

ICR Student FeesAll Other

FundsTotal

BASE ALLOCATIONS & INCOME:1 Undergraduate Tuition $215 $2152 Provost Allocation $34,516 $34,5163 Agricultural Experiment Station $1,600 $1,6004 Professional Tuition $5,534 $5,5345 Graduate Tuition $556 $5566 Indirect Cost Return Program $5,097 $5,0977 Course Materials Fees+USAP $3,611 $3,6118 PDST $7,079 $7,0799 Veterinary Teaching Hospital $13,914 $1,978 $33,681 $49,573

10 ONE-TIME ALLOCATIONS OR INCOME, CARRYFORWARD: $011 Prior Year Carryforward $10,845 $9,406 $1,596 $41,598 $63,44512 Other Revenue $31,834 $31,83413 Gifts and Endowment Earnnings $14,800 $14,80014 TOTAL SOURCES $67,180 $14,503 $14,264 $121,913 $217,8601516 USES OF FUNDS17 Departments:18 Faculty salaries $16,582 $110 $68 $16,75919 Staff salaries $3,214 $401 $7 $2,060 $5,68120 Benefits $7,926 $135 $4 $1,118 $9,18321 Operating $1,269 $1,500 $45 $3,500 $6,31422 Faculty Start-up $600 $650 $350 $416 $2,01623 Faculty Retention $180 $180

24 Equipment and facility support (may also include related supplies) $970 $15 $919 $1,904

25 Bridging: Research Support $150 $20 $30 $20026 Financial Aid $9 $54 $200 $26327 Veterinary Medicine Teaching Hospital $13,614 $1,978 $32,700 $48,29228 Other Centers $2,633 $1,590 $722 $29,960 $34,90529 Subtotal: Depts, VMTH, Centers $46,967 $4,474 $3,286 $70,971 $125,69830 Managed by Dean

31 Admin (Exec, Fiscal, HR, Facilities) Sal., Ben., and Operating $2,272 $385 $92 $1,283 $4,03232 Academic Programs Sal., Ben., and Operating $1,880 $2,545 $78 $4,50333 IT Sal., Ben., and Operating $1,966 $1,884 $78 $3,92934 Student Programs Sal., Ben., and Operating $522 $0 $254 $16 $79335 Research and Grad Ed. Sal., Ben., and Operating $194 $82 $134 $41036 Development Sal., Ben., and Operating $1,749 $1,74937 Global Programs Sal., Ben., and Operating $155 $65 $219

38 Equipment and Facilities (may also include related supplies) $194 $147 $1,556 $2,434 $4,33139 Faculty Start-up and Retention $2,000 $50 $100 $100 $2,25040 Campus/SVM Commitments $136 $250 $38641 Financial Aid (PDST RTA, USAP, scholarhships) $157 $4,100 $2,500 $6,75742 OP Tax $642 $678 $185 $1,426 $2,93143 Subtotal, Managed by Dean $9,788 $1,655 $11,048 $9,799 $32,29044 TOTAL USES $56,754 $6,129 $14,334 $80,770 $157,9884546 ANNUAL NET OPERATING POSITION [Surplus (+)/Deficit (-)] $10,426 $8,374 -$70 $41,143 $59,87247 Held by Departments/Centers 51% 83% 51% 65% 65%48 Held by Dean 49% 17% 49% 35% 35%

note: cf percentages were based on 2014 cf analysis

2015-16 Estimate

School of Veterinary MedicineEstimated 2015-16 Budget, Programmatic Activity View


lineOngoing (Base) One-time (Current)

Revenue Source:Undergraduate Tuition $4Activity/Program Adjusted:Increase TA Allocation for one course $4Total Adjustments $4 $0

Revenue Source:ICR (10% reduction) -$566Activity/Program Adjusted:Reduction to programmatic initiatives -$566Total Adjustments -$566

Revenue Source:Professional Degree Supplemental Tuition $150Activity/Program Adjusted:add 2 staff to clinical labs $150Total Adjustments $150

Revenue Source:Professional Tuition $270Activity/Program Adjusted: $270further funding for 2 clinical staff members and contribute to faculty start-up Total Adjustments $270

Revenue Source:Graduate Tuition $7Activity/Program Adjusted:contribute funding of grad coordinators $7Total Adjustments $7

Revenue Source:NRST $100Activity/Program Adjusted:contribute to NRST for grad students $100Total Adjustments $100

Revenue Source:State Funds/Tuition $854Activity/Program Adjusted:faculty merits, unrep staff merits, benefits incr. $854Total Adjustments $854

Revenue Source:

VMTH Clinical Revenue Growth - due to demand and price increases $981Activity/Program Adjusted:

VMTH Clinical Expenditures to manage net income, i.e., close deficit $981Total Adjustments $981

SUMMARY OF CHANGESRevenue Sources:Undergraduate Tuition $4ICR -$556PDST $150Professional Tuition $270Graduate Tuition $7NRST $100State Funds/Tuition $854VMTH Clinical Income $981Total Revenue Change $1,810

Planned Adjustments:See list aboveTotal Planned Adjustments -$1,810

Net Change $0 $0

Estimated Change Notes/Comments

School of Veterinary MedicinePlanning for Use of Incremental Change in Key Revenue Sources


Ongoing One-Time

VMTRC

Support for Tulare Well Connection due to non-potable water at the Tulare Research Center (U. property). This request is an upper bound, we believe, cost estimates are being developed by DCM. 1,000,000$ none

Dean's office Faculty Start-up Packages for 2015-16 1,050,000$

Last year we were allocated $600K for 4 proposed I&R recruitments in 2014-15 ($150K/faculty member), we hired 8 I&R faculty in 2014-15. We plan to hire 7 I&R faculty in 2015-16 and request $150K/faculty member for a total of $1,050,000. Note this does not include a request for the gift-funded I&R faculty member we plan to hire.

Dean's office Support for Faculty Salary Scale Increase TBD

We would like to keep our understanding documented that we would receive partnering funds if UCOP agrees our faculty salary scale should increase upon their review.

School of Veterinary MedicineUnit Requests

Amount Requested Does this request relate to a change in practice or policy (may or may not require actual funding allocation)? Please describe.

Description of RequestLine

Sub-Unit within Organization

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Financial Management Questionnaire

1. Please describe the annual budget process for your unit. Include information such as: who is involved in the process; what type of information is provided to leadership, faculty, and other stakeholders; what type of review is done of sub-unit budget status (i.e. department, center, dean’s office, etc.) and how often? Please include links for any information published on the web. Our annual budget process starts in February and concludes in June for each year. The SVM Dean’s office units (Academic Programs, Student Programs, Global Programs, Research and Graduate Education, Development, and IT) and the teaching hospital (VMTH) submit budget proposals that are due April 15th. The Executive Assistant Dean reviews the proposals, compares them to last year’s allocations, assesses the current and projected SVM financial picture with the SVM Fiscal Officer, and develops a recommendation to the Dean. If the proposals are vastly different from the prior year, there may be a meeting with the Unit lead, the Dean, and the Executive Assistant Dean. The six academic departments have a more formula driven process: they receive a base budget for faculty salaries (benefit funding for faculty is paid centrally); their operating costs (staffing salaries and benefits, supplies, and other operating needs) are covered by a formula that allocates $19,300 per faculty member; a total sum of $300,000 is pro-rated across the six departments based on the prior year’s contract and grant expenditures; the SVM allocates 16% of the department and center’s ICR generated back to the department/center. Research centers that receive school funding in addition to the Director’s stipend are asked to submit annual financial reports that show actual revenues, expenditures and reserve balances and projections for the coming year. Those centers that are operating in a structural deficit are monitored on a monthly basis by the Executive Assistant Dean until operational changes are made to correct the structural deficit. The overall SVM operating budget is developed by June for the coming fiscal year and is presented in draft form to the Dean’s cabinet, the Faculty Executive Committee, and the Academic Council for feedback. The final budget is then summarized in the State of the School address. Note, the Sources and Uses reporting process has introduced another component to the financial management of the SVM. We typically do not forecast, with the exception of the VM Teaching Hospital, external revenues for our self-supporting centers and laboratories. Since we don’t have an annual process that requires centers and labs to submit annual all funds forecast and periodic budget-to-actuals reporting unless they receive school funding; it has been a challenge to produce an accurate and meaningful forecast of ‘other funds’ in the Sources and Uses report. As a result, we are looking into a financial forecasting tool that all of 24 independent units (our Dean’s office, the VMTH, our six academic departments, and our sixteen centers and laboratories) can use. We are considering a tool produced by Adaptive Insights.

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2. How do you monitor your financial status throughout the fiscal year? What funds do you currently monitor? How do you envision using new reporting tools? How frequently are reports provided to unit leadership? What is the process for making adjustments mid-year?

The SVM Executive Assistant Dean and Fiscal Officer develop quarterly financial reports for funds managed by the Dean’s office. This report is effectively an updated projection of cash flow for the fiscal year by fund type. There are often mid-year adjustments and those are reflected in the updated fiscal year cash flow forecast on a quarterly basis.

For those units/centers under management review due to structural deficits, we require quarterly income/cash flow statements by fund type with a budget-to-actuals variance. Every three years all centers are reviewed to ensure their mission, goals, and strategic initiatives are aligned with the school’s and to assess their strengths, weaknesses, opportunities, and threats. As part of this review we require a financial statement.

We are planning on implementing a new budgeting and forecasting tool, likely with Adaptive Insights. It is difficult to forecast all fund types for our 24 individual departments and units within the SVM without a forecasting tool.

3. How are administrative and academic support functions distributed in your unit? What

functions are supported in the Dean’s Office, Department, or other (i.e. clusters)? How is the level of funding for administrative and academic support functions determined or evaluated?

The SVM has centralized support services funded and located within the Dean’s office for IT, DVM academic programs support (curricular support), DVM student advising and career placement/development, development/advancement, graduate group support, academic personnel merits and promotions, and safety services and facilities management/space allocation. The departments and centers support staff personnel, academic appointments, contracts and grants management (including purchasing, travel, and accounts payable), departmental budgeting of general funds and indirect cost return funds, and space management. Each Dean’s office unit presents a budget proposal by April 15th with a justification for any staffing or programmatic support changes. Budgets are finalized by June as described in the answer to question 1.

4. Have you identified any areas where there are opportunities for administrative or organizational efficiencies within your unit? Over the past 2-3 years, have you implemented any such efficiency measures? Please describe these changes and any results known thus far. What barriers are there to implementing other efficiencies identified?

Within the past three years, the administrative support for six departments and Cooperative Extension was consolidated under administrative organizations led by the department chairs for

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the six departments and four MSOs. Through attrition, we administratively consolidated seven units under four administrative structures led by four MSOs. Academic program support was fully centralized within the Dean’s office. More recently within the last two years, academic personnel administration for merits and promotions was centralized within the Dean’s office (academic appointments are still managed at the department level). We are engaged in a continuous improvement effort with this academic personnel shared service center and our department chairs/MSOs, and have made changes to improve customer service. We think it’s going well, but we need to keep monitoring progress.

This year (2014-15), we merged the two IT groups (one supporting the hospital and one supporting the academic, administrative, and research functions of the school) under one Director (reporting to the Executive Assistant Dean) within the Dean’s office. The SVM is also evaluating whether to consolidate all staff personnel functions within either a cluster or the Dean’s office with the onset of UC Path. We strongly believe that contracts and grants management and departmental budgeting of general funds and indirect cost return should remain at the department level to continue convenient and high quality service to the faculty members.

5. How do you support graduate education? Has this changed as a result of the new graduate

budget model and associated funds? The SVM has four graduate groups including one hybrid graduate group and professional degree (the Masters in Preventive Veterinary Medicine (PVM)). The SVM serves as lead Dean for these four groups and provides administrative support through the Research and Graduate Education Office within the Dean’s office that includes three Student Affairs Officers and one Administrative Assistant who support the Integrative Pathobiology, Epidemiology, Immunology, and PVM groups. The SVM provides administrative and programmatic support for the four graduate groups that reside in the SVM and also provides financial support for the Pharmacology and Toxicology graduate group in the sum of $3,750 annually given a large number of our SVM faculty participate in the group even though CAES is the lead college. The four graduate groups receive $3,750 per year for recruitment and outreach activities. Also, Integrative Pathobiology, Epidemiology, and Immunology graduate groups each receive $10,000 per year from the Dean to supplement fellowship funds allocated by the Office of Graduate Studies. The Preventive Veterinary Medicine program is both a graduate group and a professional degree (charging professional degree supplement tuition), therefore students receive approximately 33% of the PDST in financial aid. PDST student aid funds are allocated evenly across the number of enrolled students. The professional fees are also used to support a portion of the grad group coordinator’s salary (since this coordinator is shared with the Epidemiology program), the stipend for the grad group chair, any TA costs, and supplies and operating expenses.

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We offer arguably the top (US News and World Report Rank #1 2015 and #1 2015 QS Top Universities) DVM programs in the world. To support this program we have provide approximately $2m annually in scholarship funding from our professional degree fees (~33% of our professional fees as required by policy) and additionally $2+m annually from earnings from scholarship endowments. In the upcoming fiscal year (2015-16) we will administer ~$2M in USAP funds as well (the first year they have been decentralized from the campus). We have a large Academic Programs unit within the Deans’ office that supports all faculty curricular needs with a budget of approximately $4.2m per year. We also support our Student Programs unit which provides admissions support, outreach to potential incoming students, career development and placement, financial counseling, and mental health/wellness counseling. The Student Programs budget including salaries and benefits is ~$800K. We also provide a total of $15.8m annually to the VMTH to support the 4th year clinical curriculum (and a portion of the 3rd year) of the hospital service including 1.1m specifically designated for resident salaries and benefits.

6. What are your research goals? How do you support research infrastructure? What is the greatest challenge your unit would need to overcome to grow research activity? How would you achieve a 6-8% increase?

Our research strategies and initiatives stem from our strategic planning goal to be at the forefront of high-impact transdisciplinary research (goal 2). The strategies and initiatives for the 2014-15 year are as follows:

(1) Promote innovative research and grantsmanship a. Revitalize laboratories in Tupper Hall – we are evaluating Tupper Hall lab use and

considering two shared cores for clinical faculty to efficiently use bench space. b. Continue to replace retiring research faculty with research faculty in areas consistent

the department’s strategic plan. c. Support excellent research administration – we provide 16% of what each academic

department and center generate in indirect cost return back to the units to promote efficient research administration.

(2) Promote transdisciplinary collaborations:

a. Establish and support two research cores: the STED microscopy core and the PKPD core.

b. Establish the use of SciVal EXPERTS, a tool that illustrates participating faculty members’ research interests and areas across a wide range of research institutions.

(3) Continue to provide research mentoring for new faculty: we currently sponsor a 50% adjunct professor for research mentoring activities.

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(4) Promote pre-doctoral research: the SVM has its own Veterinary Medicine Undergraduate Research Celebration as part of the UC Davis Undergraduate Research Week. We have a day of poster sessions and open house labs to invite undergraduates into the research space.

In 2013-14, the SVM had $65 million in research expenditures. We expect due to the transfer of a very prolific researcher to another school and the retirement of about three other researchers recently, that we may drop about 9% in research expenditures in 2014-15 to about $59.815 million. We forecast that our research program will increase by about 4.5% in 2015-16 given that five of eight of our hires in 2014-15 have formidable or the potential for formidable research programs. We expect that favorable growth will be about 5% per year because our senior research faculty members are starting to retire. We have been fortunate to hire a certain number of replacement faculty members at the associate level to keep the balance.

To grow beyond 5% we would likely need to add more research faculty members (perhaps two with large research programs).

Budget Context: School of Veterinary Medicine

Budget and Institutional Analysis, May 2015 | Page 1

2013-14 Sources of Current Operating Allocations & Revenue (dollars in thousands): $143,959

Current Operating Sources and Uses: All Funds (dollars in thousands) (Excluding Contracts & Grants and Agency Accounts)

2013-14 Actual 2014-15 Budget Estimate

SOURCES OF FUNDS State Funds, Tuition & ICR

All Other Funds

State Funds, Tuition & ICR

All Other Funds

State Funds and Tuition $52,351 - $55,100 - Indirect Cost Return $7,465 - $5,663 - Professional Degree Supplemental Tuition - $5,962 - $8,907 Other Student Fees - $1,770 - $1,611 Other Income or Recharge $1,955 $43,389 - $31,834 Other Funds - $70 - $10,768 VMTH Clinical Income - $30,997 - $32,700

TOTAL SOURCES $61,770 $82,189 $60,763 $85,820

Financial Aid - Administered by FAO* $2,128 - $1,959 - *In 2015-16 financial aid from tuition return-to-aid will be transitioned to professional schools.

State Funds and Tuition

$52,351 36%

ICR $7,465

5%

Student Fees

$1,770 1%

Professional Degree

Supplemental Tuition $5,962

4%

Other Income or Recharge $45,344

32%

Other Funds $70 0%

VMTH Clinical Income $30,997

22%

Comments: • Total sources of $146.6m in 2014-15 are expected to grow

by $2.6m (1.8%) from last year, largely due to central campus funding increases for salary/benefits

• Total expenditures of $150.1m will also grow by $2.9m (2.0%) with the primary driver being salary/benefit costs. (Notably, higher salary/benefit costs of $4.7m were offset to some degree by other lower costs (e.g., supplies & expenses) to net to $2.9m

• As a result, there will be a slightly higher draw on carryforward increasing to $3.5m from $3.2m. Use of carryforward is a strategic decision by VetMed to fund a number of priority initiatives each year including: enhanced student counselling, greater international research outreach, new equipment and improved facilities

• VetMed has strong research capacity, with C&G expenditures estimated to be $59.8m this year, which is 4.5% down from the prior year of $62.5m – these costs are not included in the annual operating expenditure figures above

• Net change in total faculty of 107.4 FTEs is -2.5 positions (with 6.5 departures and 4 new hires)

• Using October snapshot data, 8 fewer employees were funded

Note: Veterinary Medical Teaching Hospital is included in this display and reflects an accounting change to pull clinical income out from general fund dollars.



Current Operating Sources and Uses: All Funds (dollars in thousands) (Excluding Contracts & Grants and Agency Accounts)

2013-14 Actual 2014-15 Budget Estimate

USES OF FUNDS State Funds, Tuition & ICR

All Other Funds

State Funds, Tuition & ICR

All Other Funds

Employee Compensation Regular Faculty $17,573 $9 $17,436 $3,271 Academic Administrators $963 $15 $904 $256 Other Academics $1,438 $267 $2,549 $267 Teaching & Research Assistants, House Staff $3,494 - $3,570 $70 Staff Salaries $31,251 $13,657 $15,494 $27,861 Employee Benefits $21,294 $6,318 $14,948 $14,376

SUBTOTAL $76,014 $20,265 $54,902 $46,100

Operating Expenses & Equipment Supplies & Expense1 -$16,264 $57,300 $4,317 $33,700 Subcontracts - - - $60 Equipment & Facilities $1,126 $2,800 $906 $2,996

SUBTOTAL -$15,139 $60,101 $5,223 $36,756

Travel $703 $749 $590 $755 Financial Aid – Administered by SVM $243 $4,255 $114 $4,753 Other Unallocated - - $500 $385

TOTAL EXPENDITURES $61,821 $85,369 $61,329 $88,750

ANNUAL NET OPERATING POSITION -$50 -$3,181 -$565 -$2,930 Prior Year Carryforward $18,028 $44,357 $18,459 $42,850 Financial Aid – Administered by FAO* $2,222 - $2,112 - 1 In 2013-14 there was an accounting change to more correctly reflect the clinical income collected by the Veterinary Medicine Teaching Hospital as clinical income rather than general fund income. This explains the negative expenditures in Operating Expenses and Equipment that shows in 2013-14 and the shift in fund distribution between State Funds, Tuition, & ICR and All Other Funds. *In 2015-16 financial aid from tuition return-to-aid will be transitioned to professional schools



Ladder Faculty and SOE by Department (October 2014)

FILLED FTE1

Ladder Faculty FTE AES Faculty FTE Total

DEPARTMENT 2010 2014 2010 2014 2010 2014

Anatomy, Physiology & Cell Biology 8.5 9.99 - - 8.5 9.99

Medicine and Epidemiology 27.05 26.2 2 1.8 29.05 28

Molecular Biosciences 9.64 9.34 - 0.3 9.64 9.64

Pathology, Micro, & Immunology 16.55 16.49 2.95 1.95 19.5 18.44

Population Health & Reproduction 11.35 13.6 2.55 2.8 13.9 16.4

Surgical/Radiological Science 28.7 24.91 - - 28.7 24.91

TOTAL 101.79 100.53 7.5 6.85 109.29 107.38 Data Source: October Snapshot of PPS Staffing List and Open Provisions 1 Filled FTE includes FTE as detailed in PPS and open provisions held for faculty unable to officially occupy the FTE.

Ladder Faculty Recruitment and Hiring Trends (Filled Faculty N=106 as of 10/31/14)

2010-11 2011-12 2012-13 2013-14 2014-15

Recruitments Authorized (Search Year) 4.00 8.00 12.00 12.00 11.00 Hires (Appointment Year) 1.50 3.00 5.00 6.50 4.00 Separation (Following Exit Year) -3.50 -3.50 -6.50 -2.50 -6.50 Net Change Hires-Separations -2.00 -0.50 -1.50 4.00 -2.50 Note: 1) Total recruitments includes continuing and new. Recruitments authorized as continuing in July that resulted in a hire as of 9/30/14 are not counted as a recruitment in FY2014-15. Also includes 2 authorized HIP searches. 2) Hires in 2014-15 includes offers accepted with start dates that fall in 2014-15. 3) Separations have been shifted to the year following the separation to better reflect faculty available for instruction within a given academic year. The majority of separations occur during the final quarter of the fiscal year - or after teaching for that academic year is complete.

-10.00

-5.00

0.00

5.00

10.00

15.00

2010-11 2011-12 2012-13 2013-14 2014-15

Facu

lty

Recruitments Authorized (Search Year) Hires (Appointment Year)Separations (Following Exit Year) Net Change Hires-Separations



Employee FTE Excluding Ladder Faculty and SOE (October 2014)

FUND SOURCE

State Funds &

Tuition Clinical Income

External & Other Funds

Total

UNIT/POSITION TYPE 2010 2014 2010 2014 2010 2014 2010 2014

Academic Federation2 14 10 - - 40 3 54 98

Other Academic Staff 32 22 0 - 85 50 117 60

SMG and MSP 21 15 - - 30 115 51 137

Professional & Support Staff (PSS) 396 244 1 - 430 37 827 52

Student Employees 109 96 0 - 61 593 169 836 TOTAL FTE 573 387 1 - 645 867 1,219 1,254

Data Source: October Snapshot of Corporate Personnel System Note: The sum may not match the total due to rounding. 2 Academic Federation FTE may include some ladder FTE in researcher titles for part of the year.

Endowment (dollars in thousands) (Market Value of Principal as of June 30, 2014)

ENDOWMENT PURPOSE Endowment Funds Functioning as

Endowments (FFE) Grand Total

Departmental Lectures $1,279 - $1,279 Departmental/School Purposes $17,509 $29,907 $47,416 General Purposes $290 $2,397 $2,687 Prizes and Awards $4,538 - $4,538 Professorships and Chairs $6,535 - $6,535 Research $6,991 $9,304 $16,295 Student Aid $56,930 $8,571 $65,502 Undecided $41 - $41 Various Purposes $890 $558 $1,448

GRAND TOTAL $95,004 $50,737 $145,742 Note: Total endowment market value increased 22.30% over the prior year. The category “Prizes and Awards” may include some scholarships and fellowships.



ICR Generated by Year

Contracts & Grants Expenditures by Year

$8,425 $7,665 $9,316 $8,920 $7,850

$238 $444

$784 $548

$520

$3,444 $2,512

$1,907 $1,806

$1,432

2010-11:$12,106

2011-12:$10,621

2012-13:$12,006

2013-14:$11,274

2014-15 Projected:$9,802

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

Dolla

rs in

Tho

usan

ds

Federal State Other

$39,017 $33,244 $39,679 $37,580 $29,987

$16,772

$17,221

$18,023 $18,029

$23,133

$11,022

$9,407

$7,154 $6,644

$6,695

2010-11:$66,811

2011-12:$59,872

2012-13:$64,857

2013-14:$62,253

2014-15 Projected: $59,815

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

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Federal State Other



Base Budget Model Funds Allocation

Undergraduate Tuition Revenue Metrics

Percent Share

of Campus Total Incremental Revenue Change

(2015-16 Estimate)

METRIC 2014-

15 2015-16 Estimate

% Change

Redistribution Add’l Base

Tuition Add’l NRST

Total

SCH 0.2% 0.2% 0% Weighted Share (60-30-10) 0.1% 0.1% 1% $(1,000) $3,000 $3,000 $5,000 OP Tax (dollars in thousands)

FUND SOURCE 2014-15 2015-16 $ Change

State/Tuition $750 $827 $77 Extramural and ICR $1,058 $678 $(380) All Other Fund Sources $1,018 $1,426 $408

TOTAL $2,826 $2,931 $105 Note: The fund source categories are different than the ones used in prior years; this change accounts for some shift in tax liability between categories

UG Tuition Revenue, $187 UG Tuition Revenue, $191 UG Tuition Revenue, $211 UG Tuition Revenue, $216

$5,330 $5,265 $5,445 $5,445

$41,847 $44,445 $46,508 $48,105

$4,306 $5,228

$4,940 $4,940

$1,975 $1,925

$1,986 $2,032

Graduate Tuition, $477 Graduate Tuition, $560 Summer Sessions, $21 Summer Sessions, $21

2012-13: $53,645at June 30

2013-14: $57,053at June 30

2014-15: $59,588at February 2015

2015-16: $61,319April Estimate

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

Dola

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usna

ds

UG Tuition Revenue Professional Tuition Provost AllocationIndirect Cost Recovery Agricultural Experiment Station Graduate TuitionSummer Sessions

Budget and Institutional Analysis

School of Veterinary Medicine (excludes Teaching Hospital)Campus Carryforward and Reserve Balances(dollars in 000s)

2012-13 2013-14 2014-15 2014-15 2014-15Carryforward Carryforward Carryforward Committed Known

As of July 1, 2012 As of July 1, 2013 As of July 1, 2014 Obligations ObligationsCOBL KOBL

1 State Funds/Tuition/Fees2 General Funds and Tuition 10,667$ 11,418$ 10,471$ 5,608$ 4,058$ 3 Summer Session Fees -$ 0$ 9$ 4 Professional Degree Fees 3,339$ 1,526$ 2,507$ 1,118$ 1,320$ 5 Student Services Fee6 Course Material Fees (2)$ (26)$ 12$ 7 Campus-Based and Other Student Fees 1 579$ 15$ 186$ 8 Sub-Total, State Funds/Tuition/Fees 14,582$ 12,934$ 13,185$ 6,727$ 5,379$ 910 Indirect Cost Recovery 7,283$ 8,609$ 9,368$ 4,340$ 4,432$ 11 Sub-Total, Indirect Cost Recovery 7,283$ 8,609$ 9,368$ 4,340$ 4,432$ 12 Other Unrestricted Funds13 Private Unrestricted Gifts 191$ 159$ 100$ 14 Other Funds 2 1,226$ 1,324$ 727$ 410$ 128$ 15 Unrestricted Endowment/FFE Earnings 95$ 63$ 102$ 16 UNEX Reserves 105$ 123$ 111$ 15$ 83$ 17 Self-Supporting Degree Fees18 Application Fees -$ -$ 2$ 19 Sub-Total, Other Unrestricted Funds 1,617$ 1,669$ 1,041$ 425$ 211$ 20 Sub-Total, ICR/Other Unrestricted 8,900$ 10,279$ 10,409$ 4,765$ 4,643$ 2122 Restricted and Designated Funds (all remaining funds)3 35,691$ 37,342$ 35,697$ 23 All Funds Total 59,173$ 60,554$ 59,291$ 2425 Select Fund Types -- State Funds/Tuition/Fees26 Prior Year Expenditures 36,498$ 38,738$ 43,099$ 43,099$ 27 CF as a % of Expenditures 40% 33% 31% 15%2829 Select Fund Types -- ICR/Other Unrestricted30 Prior Year Expenditures 6,815$ 8,514$ 9,094$ 9,094$ 31 CF as a % of Expenditures 131% 121% 114% 62%3233 Restricted and Designated Funds (all remaining funds)3

34 Prior Year Expenditures 38,723$ 42,299$ 45,772$ 35 CF as a % of Expenditures 92% 88% 78%3637 All Fund Types38 Prior Year Expenditures 82,036$ 89,551$ 97,965$ 39 CF as a % of Expenditures 72% 68% 61%4041 Selected Funds -- Dean - Departmental/Other:42 Carryforward held by Dean's Office 34% 40% 35%43 Carryforward held by Departments/Other 66% 60% 65%4445 Gift Fee Funds -UC Fund (56996):46 Carryforward 1,398$ 1,336$ 991$ 47 Prior-year Expenditures 1,631$ 1,388$ 1,497$ 48 CF as a % of Expenditures 86% 96% 66%4950 1 Campus-Based and Other Student Fees category is almost 90% student referendum funds on a campus-wide basis.

51 2 Other Funds category is 90% STIP and patent revenue on a campus-wide basis.

52 3 Restricted and Designated Funds excludes contracts and grants for each unit, as does expenditures.

53 HEFC= FINA is excluded from all funds.

Comments: - Starting carryforward for 2014-15 was $59.3m which is expected to be lower into 2015-16 at an estimated $56.0m across all funds . SVM has built-up carryforward balances and over the last two years, the school has been strategically using some of these funds towards priority investments in the areas of teaching/students (e.g., career coaching, leadership and health/wellness), research (e.g., clinical trials center, web portals) and new equipment and facilities. - Without taking COBL/KOBL into account, carryforward is 31% for state funds/tuition/fees which is above the 15% campus guidance issued. Taking COBL into account brings this to 15%. COBLs are often used for faculty start-ups. - For ICR/Other Unrestricted funds, carryfoward is significantly higher than the 25% guidance issued. Much of these funds are likely in departmental or individual PI accounts, given the 35/65 overall split between Dean's office and Department/Other calculation - At $35.7m, SVM' as over half of their carryforward in the remaining fund types. Within this category, Internal Audit raised gift fee balances as an area to monitor. SVM has been reducing this balance, and intends to use these funds towards increasing their development efforts e.g. new teaching hospital.


School of Veterinary Medicine (excludes Teaching Hospital)Campus Carryforward and Reserve Balances(dollars in 000s)

54 Carryforward - Details on committed and Known Obligations (Fall Review)

55 OBLIGATION TYPE/DESCRIPTION Project CodeCommitted Obligations

COBL

KnownObligations

KOBL56 Contract Employees CFCONT"####" 234$ 118$ 57 Equipment CFEQUIP 634$ 491$ 58 Faculty Start Ups CFSTUP"####" 6,224$ 4,293$ 59 Other CFOTHER or CF"####" 8,160$ 3,741$ 60 Renovations CFRENOV 456$ 730$ 61 Retention Funding CFRET"####" 387$ 320$ 62 Summer Session/Seminar Comp (KOBL/COBL) CFSCC 5$ 5$ 63 Bridge Funding: Support Between Research Grants CFBRIDGE 320$ 261$ 64 Research Funding CF% (used Desc) 711$ 837$ 65 Not Reported CF% (used Desc) (5,640)$ (775)$ 66 Total 11,491$ 10,022$


School of Veterinary Medicine - Vet Med Teaching HospitalCampus Carryforward and Reserve Balances(dollars in 000s)

2012-13 2013-14 2014-15 2014-15 2014-15Carryforward Carryforward Carryforward Committed Known

As of July 1, 2012 As of July 1, 2013 As of July 1, 2014 Obligations ObligationsCOBL KOBL

1 State Funds/Tuition/Fees2 General Funds and Tuition (1,082)$ (2,001)$ (1,399)$ 3 Summer Session Fees4 Professional Degree Fees -$ (148)$ 49$ 5 Student Services Fee6 Course Material Fees7 Campus-Based and Other Student Fees 1 -$ -$ (0)$ 8 Sub-Total, State Funds/Tuition/Fees (1,082)$ (2,148)$ (1,350)$ -$ -$ 910 Indirect Cost Recovery 1$ 1$ 19$ 11 Sub-Total, Indirect Cost Recovery 1$ 1$ 19$ -$ -$ 12 Other Unrestricted Funds13 Private Unrestricted Gifts14 Other Funds 2

15 Unrestricted Endowment/FFE Earnings16 UNEX Reserves 3$ 2$ 2$ 17 Self-Supporting Degree Fees18 Application Fees19 Sub-Total, Other Unrestricted Funds 3$ 2$ 2$ -$ -$ 20 Sub-Total, ICR/Other Unrestricted 4$ 3$ 21$ -$ -$ 2122 Restricted and Designated Funds (all remaining funds)3 3,656$ 3,976$ 3,347$ 23 All Funds Total 2,578$ 1,831$ 2,018$ 2425 Select Fund Types -- State Funds/Tuition/Fees26 Prior Year Expenditures 37,852$ 16,366$ 19,244$ 19,244$ 27 CF as a % of Expenditures -3% -13% -7% -7%2829 Select Fund Types -- ICR/Other Unrestricted30 Prior Year Expenditures 23$ 19$ 55$ 55$ 31 CF as a % of Expenditures 18% 16% 39% 39%3233 Restricted and Designated Funds (all remaining funds)3

34 Prior Year Expenditures 21,399$ 27,438$ 30,805$ 35 CF as a % of Expenditures 17% 14% 11%3637 All Fund Types38 Prior Year Expenditures 59,274$ 43,823$ 50,104$ 39 CF as a % of Expenditures 4% 4% 4%4041 Selected Funds -- Dean - Departmental/Other:42 Carryforward held by Dean's Office n/a n/a n/a43 Carryforward held by Departments/Other n/a n/a n/a4445 Gift Fee Funds -UC Fund (56996):46 Carryforward n/a n/a n/a47 Prior-year Expenditures n/a n/a n/a48 CF as a % of Expenditures n/a n/a n/a4950 1 Campus-Based and Other Student Fees category is almost 90% student referendum funds on a campus-wide basis.

51 2 Other Funds category is 90% STIP and patent revenue on a campus-wide basis.

52 3 Restricted and Designated Funds excludes contracts and grants for each unit, as does expenditures.

53 HEFC= FINA is excluded from all funds.

Comments:

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