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October 2019Town Hall Information Session: Strategic Mandate Agreement Planning
Introduction
• Overview of our institutional operating revenue • Strategic Mandate Agreement (SMA)• Alignment of SMA with our strategic priorities and
activities to support success• Diversification of our revenues
UWindsor Operating Revenue, 2019/20
Tuition & Fees -- from students
Core Operating, Differentiation and other grants –from government
Student Academic
Fees, 63.5%
Other Income
1%
Government Grants, 34.7%
Investment Income,
• Total Operating Revenue (2019/20 est.) = $291.1 M
• Government Grants (2019/20 est.) = $90 M
• Does not include research revenues
UWindsor Operating Revenue, 2019/20
Student Fees, 63.5%
Other Income
1%
Gov’t Grants, 34.7%
Investment Income 1%
84%
16%$14 M
$76M
Beginning next year, MCU has changed approach to SMA…
Core Operating GrantEnrolment based, domestic focus
Differentiation GrantMoving towards performance-based
• Governed by negotiated, multi-year Strategic Mandate Agreement
• Differs by institution
Strategic Mandate Agreements• Ontario’s post-secondary accountability framework focusing on
government’s objectives and priorities– First established 2011 --- SMA1 → SMA2 → SMA3
• Describes performance-based funding mechanism and enrolment-related funding
• Defines metrics and targets associated with this performance-based funding
• This is all outside of the 10% domestic tuition reduction and two-year tuition freeze:– 10% tuition reduction = $10 M ‘base’– Two-year freeze represents $3.3 M per year = $6.6 M ‘base’
SMA3 Bilateral NegotiationsEach Ontario post-secondary institution negotiates with MCU:
– Enrolment corridor (domestic enrolments funded at UWindsor)
– Specifics of performance-based funding metrics
– Initial bilateral UWindsor meeting in late November 2019
Ontario Ministry of Collegesand Universities
SMA2 (2017-20) SMA 3 (2020-25)
SMA 2 (3 yrs)• Envelope for performance-based funding
established (16%) but no funding at risk SMA2
• Accountability, metrics, and targets developed jointly and piloted for future use in SMA3
• University sets most metrics and targets • Separate funding for graduate expansion
and negotiated growth targets
SMA 3 (5 yrs) • No new funding: enrolment-based
funding declines as performance-based increases
• Envelope for performance-based funding starts at 25% ($23 M in 2020/21) and increase to 60% ($56 M in 2024/25)
• 10 metrics determined by MCU and 2 additional reporting metrics
• 2 metrics and all weightings determined by UWindsor under MCU parameters
• Targets established by MCU formula
Performance Fund
• ‘10’ metrics are aligned with government priorities:• Skills and job outcomes (6 metrics) • Economic and community impacts (4 metrics)
• ‘2’ additional reporting metrics:• Faculty (i) workload and (ii) compensation• Not linked with funding in SMA3
Metrics and Performance-Based Funding
• 2020-21: 25% performance-based funding, 6 metrics• 2021-22: 35%, 9 metrics & reporting requirements • 2022-23: 45%, 10 metrics and reporting requirements • 2023-24: 55%, 10 metrics and reporting requirements • 2024-25: 60%, 10 metrics and reporting requirements
Metrics (Year 1: 2020-21) 1. Graduate employment
– Proportion of graduates employed in related fields two years out2. Graduation rate
– Proportion of undergraduate students who graduate within 7 years3. Institutional strength and focus
– Proportion of enrolment in an institution’s program area(s) of strength– We can define this and are exploring various options
4. Research funding and capacity– Proportion of Tri-Council (NSERC, SSHRC, CIHR) funding received by institution
5. Community/local impact– Our enrolment as proportion of city population
6. Institution-specific economic impact metric– University-defined within parameters– We can define this and are exploring various options
Metrics (Year 2: 2021-22 and beyond) 7. Graduate earnings
– Graduate employment earnings two years after graduation
8. Experiential learning– Number & proportion of graduates who participated in at least one course with required
experiential learning
9. Innovation: industry funding– Research revenue from private sector sources
10. Skills and competencies– Student completion and institutional reporting on standardized tests - Education and Skills
Online Tool (OECD)
Performance Targets • Institutions weight each metric to reflect their own specific goals:
• Weighting must fall within the range provided by MCU for that particular year and total 100%
• Not a comparison to other institutions:• Our institutional improvement over time
• “Reasonable” bands of tolerance for each metric mitigate small annual variances in performance
• Targets recalculated annually based on current performance
Implications of Performance
• Performance-based funding ($$$) at risk on each metric• Performance-based funding ($$$) is scaled to performance:
• Not “all or nothing”• Based on our current provincial grant each 5% = $1.1 M• Funding is in-year and reset annually• Unallocated money ‘potentially’ gets re-distributed to universities
which met target or exceeded, on a metric-by-metric basis
Deans’ retreat 1
Deans’ retreat 2Heads & Directors consults
Website launch
Town halls
Ministry preliminary
meeting
Draft submission
& review Ministry review
Finalized submission
SMA3complete
Consultation Process
August September October November December January February March
AnalysisData ModellingIterative Discussions
Having an Impact: Student Outcomes
Graduate employment• Work-integrated learning • Student skills development
awareness• Student portfolio development• Pathway exploration opportunities • Community partnerships and
engagement• Volunteerism• Alumni engagement
Graduation Rate • Student retention initiatives • High-impact practices • Intake decisions • Targeted programs for at-risk students• Student flow-through and alternate
pathways • Holistic student support and advising
Having an Impact: Student Outcomes
Experiential Learning • Program and course development • Flexible pathways • Cross-unit collaboration • Community partnerships• Regional awareness • Efficient tracking of experiential
learning• Enhanced HQP alignment with
research/scholarship/creative work
Skills and Competencies • Program and course development • Curriculum mapping • Literacy and numeracy and
problem solving
Having an Impact: Research Outcomes Tri-Council & Private Sector Research Funding • Research leadership and mentorship • Recruiting and retaining high-performance faculty • Network and partnership development • Grant development support• Strategic planning • Engaging our communities• HQP alignment with all research/scholarship/creative work we do• Leveraging research investments
Having an Impact: Community OutcomesInstitutional strength and focus:
– Attracting and retaining students – Program mix and currency – Regional and global responsiveness– Windsor-Essex economic engine– Our leadership on community and
economic impact:• As innovators• As partners• As educators• As catalysts
The Year Ahead
• Moving forward on institutional priorities:– Long-term international planning– Alternative revenue opportunities– Multi-year budget planning in light of SMA3 and other financial
pressures • Open communications and dialogue on the development
of SMA3• Success in SMA3 will require an institutional effort
More and ongoing information: uwindsor.ca/sma3Questions or comments? [email protected]
Thank you.