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Fall 2017 Town Hall: UAB’s New Strategic Plan
and a Few Administrative Updates
November 16 & 17, 2017
Dr. Pam Benoit, SVP for Academic Affairs & ProvostAllen Bolton, VP for Financial Affairs & AdministrationAnne Buckley, Chief Communications Officer
• UAB’s Strategic Plan
• Budget Model
• UAB’s Economic Impact
Welcome and thank you for input into the Strategic Plan!
Laying the Groundwork
Vision
One university inspiring and empowering the creation of knowledge that changes the world.
Mission
UAB serves students, patients, the community and the global need for discovery, knowledge dissemination, education, creativity and the application of groundbreaking solutions. We are a leader among comprehensive public urban research universities with academic medical centers.
Laying the Groundwork
Shared Values
Integrity – We act ethically and do what is right.
Respect – We treat others with courtesy and civility.
Diversity and inclusiveness – Everybody counts every day. We actively seek varied perspectives in our decision making.
Collaboration – We trust each other and work cooperatively across disciplinary boundaries in the spirit of shared governance.
Excellence and achievement – We constantly innovate, solve problems and improve ourselves and others through learning.
Stewardship – Fiscal and environmental sustainability guide our decisions.
Accountability – We are answerable to each other and act with the best interest of the university in mind.
Our process, planning and writing convention
• Inventory, Uniqueness, Competency
• UAB Strategic Planning Council, Listening Sessions, Mission Pillar Subcommittees
• Pillars (4)
• Strategic Goal for each Pillar
• 3-5 Strategic Objectives for each Goal
• 2-3 Activities for each Objective
• Metrics for each Activity (next phase)
Pillar: EDUCATION
Strategic Goal: Offer a world-class, socially conscious education to diverse students to prepare the next generation of citizens and leaders.
Strategic Objective 1: Strengthen and expand innovative academic programs to enhance UAB's national and global reputation.
Strategic Objective 2: Ensure student success through holistic development that addresses diverse needs.
Strategic Objective 3: Create a signature core curriculum focused on modeling and developing socially conscious global citizens and leaders.
Strategic Objective 4: Engage students, faculty, staff and community members in experiential learning.
Strategic Objective 5: Foster access, inclusive excellence and equity in teaching, learning and mentorship development programs.
Pillar: RESEARCH, INNOVATION, & ECONOMIC DEVELOPMENT
Strategic Goal: Empower innovative research, scholarship and creative activities that drive knowledge creation focused on improving society.
Strategic Objective 1: Enhance UAB’s institutional culture of collaboration and innovation.
Strategic Objective 2: Drive research and innovation across the enterprise.
Strategic Objective 3: Implement a campus wide effort to select and meet “grand challenges.”
Strategic Objective 4: Improve society through processes and products.
Pillar: COMMUNITY ENGAGEMENT
Strategic Goal: Engage with the community in meaningful and mutually beneficial collaborations that contribute to the public good.
Strategic Objective 1: Expand access to community engagement resources.
Strategic Objective 2: Develop mutually beneficial partnerships.
Strategic Objective 3: Broaden scholarship in the field of community engagement.
Strategic Objective 4: Integrate engagement throughout the university.
Pillar: PATIENT CARE
Strategic Goal: Lead in the delivery of the highest quality patient-centered integrative care that reflects our ability to translate discoveries into revolutionary therapies in one of the nation’s premier academic health care centers.
Strategic Objective 1: Improve patient access and satisfaction through integration of clinical services across UAB’s healthcare delivery entities.
Strategic Objective 2: Invest in signature treatments that will be delivered through recognized flagship programs.
Strategic Objective 3: Develop infrastructure to ensure statewide access to telehealth services.
Fueling the Plan: Resources
Strategic investment
Fundamental
missions at high
competency
Strategic Investment
Fundamental
missions at high
competency
Excellence
Strategic Investment
Fundamental
missions at high
competency
Excellence
Strategic Investment
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
Strategic Investment
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Distinctiveness,
Grand Challenge
Unaligned or
sub-competent
Investment Strategies
Fundamental
missions at high
competency
Excellence
Distinctiveness,
Grand Challenge
Unaligned or
sub-competent
Right-size &
maintain via RCM
budget process
Investment Strategies
Fundamental
missions at high
competency
Excellence
Distinctiveness,
Grand Challenge
Unaligned or
sub-competent
3-5 year major
investments to
achieve or maintain
highest performance
Investment Strategies
Fundamental
missions at high
competency
Excellence
Distinctiveness,
Grand Challenge
Unaligned or
sub-competent
Rare, extraordinary
investment to be U.S.
or world renowned
Investment Strategies
Fundamental
missions at high
competency
Excellence
Distinctiveness,
Grand Challenge
Unaligned or
sub-competent
Investment Strategies
Restructure &
invest, or divest
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
3-5 year major
investments to
achieve or maintain
highest performance
Right-size &
maintain via RCM
budget process
Restructure &
invest, or divest
Rare, extraordinary
investment to be U.S.
or world renowned
Investment Strategies
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
Investment Sources
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
• Budget process
• Debt
• Grant funding
• Philanthropy
Investment Sources
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
• SIF
• Reserves
• AEF (SOM)
• AF (Athletics)
Investment Sources
• Budget process
• Debt
• Grant funding
• Philanthropy
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
• SIF
• Reserves
• AEF (SOM)
• AF (Athletics)
Investment Sources
• Budget process
• Debt
• Grant funding
• Philanthropy
• Awards
• Corporate or
government
investments
Distinctiveness,
Grand Challenge
Fundamental
missions at high
competency
Excellence
Unaligned or
sub-competent
• SIF
• Reserves
• AEF (SOM)
• AF (Athletics)
• Available for
reinvestment
• Awards
• Corporate or
government
investments
Investment Sources
• Budget process
• Debt
• Grant funding
• Philanthropy
Distinctiveness,
Grand Challenge
Moving Forward
• Grand Challenges
• Core Curriculum
• Determining Metrics
• Aligning Schools/Units to University-Wide Plan
UAB Strategic Planning Council
Pam Benoitco-chair
Allen Boltonco-chair
Anne Buckleyco-chair
Anupam Agarwal Suzanne Austin Bradley Barnes Christopher Brown
Dan Carlson Josh Carpenter Josh Carter Fernando Colunga-Medina
Paulette Dilworth Alecia Gross Gutierrez
Ginger Hattaway John Jones
Haley Kendrick Jim McClintock Kathy Nugent Bob Palazzo
David Randall Raymond Thompson Jack Duncan
www.uab.edu/plan
Mission Pillar Subgroup Members
Education: Suzanne Austin (chair), Patricia Baker, Courtney Bentley, Josh Carter, Fernando Colunga-Medina, Zoe Dwyer, Peter Ginter, Jeffrey Graveline, Craig Hoesley, John Jones, Haley Kendrick, Karen Kennedy, Ashley Kuntz, Brandi Lamon-Pinkerton, John Laurent, Jim McClintock, Lori McMahon, Mugdha Mokashi, Linda Moneyham, Robert Palazzo, Pam Paustian, Derita Ratcliffe, Cheryl Robinson, Donna Slovensky, Garrett Stephens, Ken Tilashalski
Patient Care: Anupam Agarwal (co-chair), Ginger Hattaway (co-chair), David Randall (co-chair), Timothy Garvey, Nicolaas Geurs, Daniel Givan, Adam Gordon, Chung How Kau, James Kilgore, David Morris, Patricia Patrician, Cynthia Selleck, Elizabeth Steele
Mission Pillar Subgroup Members
Research, Innovation and Economic Development: Kathy Nugent (chair), David Allison, Anupam Agarwal, Iwan Alexander, Louis Bridges, Christopher Brown, Josh Carter, Victor Darley-Usmar, Alan Eberhardt, Alecia Gross-Gutierrez, Haley Kendrick, Robert Kimberly, Lori McMahon, Robert Palazzo, Raymond Thompson, Art Tipton, Yogesh Vohra, Molly Wasko
Community Impact: Josh Carpenter (co-chair), Paulette Dilworth (co-chair), ShaunticeAllen, Amy Badham, Andrew Baer, Kristin Boggs, Joy Deupree, Linder Gunter, Jennifer Griffin, Lisa Higginbotham, Anthony Hood, Tina Kempin Reuter, Haley Kendrick, Robert Kleinstein, Michael James Liptrot, Tracy Lyons, Maria Norena, Julie Price, Lourdes Sanchez-Lopez, Susan Spezzini, Sheikilya Thomas, Jeffery Walker, Brandon Wolfe, Michael Wyss
Strategic Plan Feedback
• Visit www.uab.edu/plan to learn more and to provide further feedback.
RCM Budget Model Update
The Shadow Year Begins
The three temporary implementation committees, originally established as part of the budget governance structure, have been meeting since August. The three temporary committees are :
Budget Implementation Committee Budget Systems and Reporting Workgroup Communication Workgroup
The purpose of these committees is to discuss budget model specifics that were either not addressed during the original design phase, or needed to be readdressed as better data has become available.
Data Verification – An Integral Part of the Shadow Year!
Since central cost will be allocated to the schools via several metrics such as Employee Headcount, Student Headcount, Space, Research Expenditures, etc., it is imperative that this information be accurate and validated by the schools.
This “process of verification” has been a point of emphasis over the last several weeks as meetings with school/college and central fiscal officers have occurred weekly.
Each fiscal officer has been provided access to Box where the metric data, complete with data definitions, are available for review
Early Benefits of a Shadow Year
Leased space – 3 scenarios External Leases Internal Leases – Central/School Internal Leases – School/School
Research Expenditures PI’s changing schools
Employee/Faculty Headcounts Differences in how schools use titles (Adjunct vs. Credential
Course Instructors) The need for detailed explanations for inclusion/exclusion of
titles
RCM Expense Allocation Methodology
Axiom Software
Fiscal Officers have been able to review various screen shots:
Metric Module – Complete with drill down capabilities Allocation Module – Complete with market share data
Feedback on how to better optimize the views and make the info more user friendly have been relayed back to Kaufman Hall and adjustments are underway.
First month of shadow year is being finalized and will be shared with schools in the coming days.
Economic Impact Study Results
UAB Economic Impact Summary
Other Notable Highlights from the Study
• UAB supports 64,292 jobs throughout the State of Alabama;
• One in every 31 jobs within the state is either held by a UAB employee or is supported as a result of UAB’s presence;
• State and local government revenue attributable to the presence of UAB totaled $268.6 million in FY16;
• For every $1 in state funding received by the institution, UAB generates $25 in economic impact on the state;
• UAB faculty, staff and students generate more than $80m in community impact through donations and volunteer time to local non-profits;
• The UAB Health System supports more than $144m in charity care to the underserved populations in Birmingham and across the state.
The full economic impact report can be found at www.uab.edu/impact.
Next Town Hall Series, January 16-17, 2018
• Main topic: Process Improvement Committee update
• Parking & Transportation Study Update
Thank you!
Any Questions?
