UNIVERSITY OF CALIFORNIA, MERCED DIVISION OF PLANNING AND BUDGET

STRATEGIC INITIATIVES 2015-2020

FINAL

WE WELCOME YOUR COMMENTS Division of Planning and Budget University of California, Merced 5200 N. Lake Road Merced, California 95343 opb.ucmerced.edu

January 2016 revised

UC MERCED’S PRINCIPLES OF COMMUNITY The University of California, Merced is a public, land-grant institution created to serve the communities of the San Joaquin Valley, the State of California, the nation and the world through excellence in education, research and public service. These principles reflect our ongoing efforts to increase access and inclusion and to create a community that nurtures lifelong learning and growth for all of its members. Every member of the UC Merced community has a personal responsibility to acknowledge, practice and join us in our collective pursuit of these principles:

• We recognize and celebrate the identities, values and beliefs of our community. • We affirm the inherent dignity and value of every person while cultivating a campus climate rooted in mutual respect and compassion.

• We uphold the right to freedom of expression and encourage a culture of dialogue, understanding and civility in all interactions. We seek to create a campus where a rich tapestry of ideas is shared, collaboration is embraced, and innovation is promoted.

• We pursue excellence in teaching and learning through contributions from all community members fostering a culture of open exchange.

• We promote opportunities for active participation and leadership in our communities. • We champion civic engagement, environmental stewardship, research and teaching that connect theory and practice to learning and doing.

• We take pride in building, sustaining and sharing a culture that is founded on these principles of unity and respect.

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Looking ahead to 2020 Dear Colleagues, In 2012, Chancellor Dorothy Leland established the Division of Planning and Budget in order to foster coordination between campus planning and budgeting functions, to enable the strategic and transparent allocation of resources and to enhance the analytics that support decision making. To accomplish this, we established an organization designed to facilitate teamwork and enable us to serve an important institutional support role. This document is intended to provide our campus community with a sense about how we have organized ourselves and our forward-looking aspirations. DANIEL FEITELBERG VICE CHANCELLOR, PLANNING AND BUDGET

Looking ahead to 2020, our team has completed the process of prioritizing the Division’s initiatives. At its core, the exercise was based on a basic question: What are the most strategic initiatives within our specific scopes that we should pursue? We have memorialized our initial response to this question in this inaugural strategic initiatives document. As we move forward, I hope that these initiatives will serve as a guidepost for our work. As we evolve, I hope they will be revisited and updated. And, as we periodically assess our work, I hope we will look back upon our plans and results to learn from our experience. UC Merced’s overarching goal is to foster innovation, entrepreneurialism and knowledge from the heart of California’s San Joaquin Valley. As encapsulated in this document, the Division of Planning and Budget will help provide the institutional support necessary for our campus to move forward with our mission in a manner that upholds our campus values and sense of community. My sincere thanks to those of you who participated in shaping the broad goals of this strategic initiatives document. Daniel Feitelberg Vice Chancellor, Planning and Budget University of California, Merced

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DIVISION OF PLANNING AND BUDGET MISSION STATEMENT The mission of the Division of Planning and Budget is to support and promote the financial, physical and organizational well-being of UC Merced. We fulfill that mission by managing resources strategically, developing facilities with a long term view, and empowering others with data and processes to make informed decisions.

PLANNING PROCESS May 18, 2015 Division of Planning and Budget Facilitated Leadership Retreat: Priorities, Goals and Values (Vista Cellars, Merced, California) June 2015

Distillation of July retreat themes

September 28, 2015 Division of Planning and Budget Facilitated All-Staff Retreat (Vista Cellars, Merced, California) November 2015

Consolidation of staff-generated themes

December 11, 2015 Division of Planning and Budget Facilitated All-Staff Retreat: Feedback and Values (On Campus)

All-staff retreat September 28, 2015

Leadership Retreat May 18, 2015

All-staff retreat December 11, 2015

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TABLE OF CONTENTS

Introduction Why UC Merced Matters 6 What the Division of Planning and Budget believes

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What the Division of Planning and Budget does

9

Overview of the Division’s Goals through FY2020

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Relationship of the Division to the University

12

Departmental Goals, Activities and Timeframe Finance Group 14 Institutional Research and Decision Support

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Real Estate Services 18 Business and Financial Strategic Initiatives

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Values How we work: Values that matter to us

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Review and Assessment 22

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WHY UC MERCED MATTERS

Every day, UC Merced transforms lives, families, communities and the world through teaching, research and public service.

UC Merced enrolled 6,685 students in Fall 2015 and 67% of undergraduates are first generation students.

UC Merced had more than $21 million of research expenditures in 2014-2015.

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With 17 LEED certified buildings and a commitment to sustainability, UC Merced is a model for how the world can conserve resources.

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WHAT WE BELIEVE

The Division of Planning and Budget believes UC Merced’s students, faculty and staff maximize their potential when they are able to focus on their academic and personal development goals.

In 2014-15, UC Merced employed 1,404 people, including 190 ladder-rank and 157 non-ladder rank faculty.

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WHAT WE DO

Our Division’s four units provide critical tools and services which enable UC Merced’s people to focus on what matters to them most.

FINANCE GROUP

The Finance Group manages UC Merced’s financial resources.

INSTITUTIONAL RESEARCH AND DECISION SUPPORT

REAL ESTATE SERVICES

IRDS captures, integrates and analyzes data to support campus decision-making.

Real Estate Services oversees the acquisition, enhancement and development of campus real estate.

5,047 UC Merced degrees have been granted since 2005.

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BUSINESS AND FINANCIAL STRATEGIC INITIATIVES

BFSI provides resources to ensure the strategic execution and prioritization of campus initiatives.

THE NEXT FIVE YEARS: 2015-2020

UC Merced’s vision for Fall 2020 is to grow into an intimate, strategically-focused research university for 10,000 students. Implementing this vision is among the most important efforts in UC Merced’s history. It will require new facilities, new people and new ways of working.

UC Merced’s buildings account for more than 900,000 assignable square feet and are valued at more than $700 million. The campus goal is to double the size of campus facilities, hire appoximately 140 faculty, and add additional staff in order to accommodate 10,000 students.

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THE DIVISION OF PLANNING AND BUDGET’S STRATEGY

To support the campus vision, each unit of the Division has begun to develop goals to guide our work between FY 2015 and FY 2020.

Transparent long-range financial planning

FINANCE GROUP GOALS FOR 2020

Exemplary Budget Processes Collaborative Fund Management

Lead strategic acquisition and utilization of real property Nurture relationships REAL ESTATE SERVICES with local GOALS FOR 2020 third parties Manage relationships with regulatory entities

BUSINESS AND FINANCIAL STRATEGIC INITIATIVES GOALS FOR 2020

Harness innovative methods to maximize success

Provide Strategic Business Case Analysis

Champion systematic organizational change

INSTITUTIONAL RESEARCH Govern Monitor alignment AND and analyze key of campus performance DECISION strategic indicators SUPPORT goals Foster GOALS FOR Improve the teamwork 2020 customer

and collaboration

experience

Further resources for Business Intelligence

Enhance self-service data access options

FY 2015

2016

2017

2018 11

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2019

FY 2020

THE RELATIONSHIP OF THE DIVISION’S WORK WITH THE UNIVERSITY

AS TO FOSTER STU US ARE DEN C O F T SU C I M Computational Science CC E ESS AD and Data Analytics C A AN Towards a Sustainable IC Academic Focus D G RE Planet Academic TE SE A R Focus A T S Inequality, Power and

Create Distinctive and Integrative Student Experiences

Build a Community of Scholars

Steward UC Merced’s financial resources Analyze data, provide accurate business intelligence and monitor critical metrics

Entrepreneurship and Management Academic Focus

An intimate, strategically focused public research university for 10,000 students by 2020

Manage initiatives related to the enhancement and development of real estate

Provide resources to ensure the strategic execution and prioritization of campus initiatives

S TE WA RD

Develop Financially Sustainable Sponsored Research Activities

Strengthen Corporate and Foundation Relations

Develop Matching Funds for Endowed Chairs Implement comprehensive workforce planning to efficiently match staffing and services with the 2020 vision for the campus

Establish the Downtown Center as the administrative core of the campus

MI E D A CAM D AC PUS RES OURCES TOWAR

Graphic Source: Draft UC Merced 2020 Strategic Growth Initiative

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Nurture Alumni Relations

S ES C UC CS

E

Support Student Learning Outcomes

Adaptive and Functional Matter Academic Focus

C EN LL

Human Health Science Academic Focus

Social Justice Academic Focus

CE EX

Ensure Access and Success

H RC

DE VE LO P

This graphic illustrates UC Merced’s strategic academic focus areas and campus priorities. The Division’s work is indicated in pink bold text.

DEPARTMENTAL GOALS, ACTIVITIES AND TIMELINES (FY 2015- FY 2020)

FINANCE GROUP

INSTITUTIONAL RESEARCH AND DECISION SUPPORT

REAL ESTATE SERVICES

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BUSINESS AND FINANCIAL STRATEGIC INITIATIVES

FINANCE GROUP

The Finance Group guides the stewardship of UC Merced’s financial resources and manages fiscal processes and policies in support of the University’s goals. $231 million

Achievement of UC Merced’s strategic goals for 2020 will require significant financial resources - and their effective management. The Finance Group manages the annual campus budget process and provides short-term and long-range planning for campus budgets. It also coordinates strategic and long-range planning efforts during the earliest phases of program and project development for UC Merced’s capital improvement program.

$31 million

2005-06

The next five years will be focused on developing advanced and collaborative processes for financial management that are reflective of a maturing institution.

2014-15

In 2014-15, the Finance Group managed a campus core budget that exceeded $231 million. By 2020, the amount of funds under its responsibility will increase substantially.

FINANCE GROUP GOALS OVERVIEW (2015-2020)

Provide transparent long-range financial planning FINANCE GROUP GOALS FOR 2020

Develop exemplary budget processes

Manage campus funds collaboratively

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2015-2020: The next five years for the Finance Group STRATEGIC GOALS 1. Ensure the sustainability of UC Merced’s long range financial resources through effective and transparent long range planning.

2. Develop exemplary budget processes, policies and models in support of the University’s long term goals.

ACTIVITIES

TIMEFRAME

Long Range Financial Plan Modeling

Annual and Ongoing

Estimation of Future Revenue and Expenditure

Annual and Ongoing

Integration of Annual Campus Budget as “Base Year” of Long Range

Annual and Ongoing

Capital Planning/Project Finance interface with Real Estate

Annual and Ongoing

Develop recommendations for Budgetrelated policies, procedures or practices in the following areas:

• Allocation of Campus Funds • Process Mapping and Reviews • Standard of Management and

Annual and Ongoing Annual and Ongoing Annual and Ongoing

Execution

Refine Operating and Academic Budget Operations:

3. Manage campus funds in collaboration with campus stakeholders to ensure accountability, discipline and their relationship to campus and capital priorities.

• Budget/Staffing Reconciliation

Annual and Ongoing

•

Annual and Ongoing

and Reporting 
 Position Control interface with Human Resources 


Refine development of Annual Campus Budget 


• Campus Budget Process • Resource Allocation Model

Annual and Ongoing Annual and Ongoing

Refine Fund Management Processes in the following areas:

• Allocation of Campus Funds

Annual and Ongoing

•

Annual and Ongoing

•

(exclusive of Sponsored Projects) Prioritization of Restricted and Unrestricted Fund Sources Capital Eligible Fund Sources

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Annual and Ongoing

INSTITUTIONAL RESEARCH AND DECISION SUPPORT

Institutional Research and Decision Support captures, integrates and analyzes campus data to support planning and decision-making, provides accurate business intelligence and monitors critical metrics that track UC Merced’s performance.

UC Merced has established a vision (see Page 12) for its teaching, research and public service aspirations for 2020 and beyond. IRDS supports those goals by tracking and reporting progress over time. The information gathered enables campus leadership and stakeholders to make informed decisions on strategy and implementation. The next five years for IRDS will be focused on enhancing the tools used to communicate data, promoting their use and developing user-friendly interfaces. From accurate data to statistical modeling, IRDS helps the campus to monitor and achieve its goals.

INSTITUTIONAL RESEARCH AND DECISION SUPPORT GOALS OVERVIEW (2015-2020)

INSTITUTIONAL RESEARCH AND DECISION SUPPORT GOALS FOR 2020

Govern alignment of campus strategic goals

Monitor and analyze key performance indicators Improve the customer experience

Foster teamwork and collaboration

Further resources for Business Intelligence

Enhance self-service data access options

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2015-2020: The next five years for Institutional Research and Decision Support STRATEGIC GOALS 1.

2.

3.

4.

5.

6.

Establish, monitor and analyze Key Performance Indicators to help drive the success of campus goals and initiatives.

Further the competencies and resources available for business intelligence (Data capture, integration, reporting and visualization).

ACTIVITIES Refine utilization of predictive analytics

TIMEFRAME Develop and ongoing

Monitor and analyze student success metrics (e.g. retention/graduation rates and Time to Degree)

Ongoing

Monitor and analyze academic quality metrics (e.g., admissions rates; SAT scores; High School Grade Point Averages)

Ongoing

Monitor and analyze faculty and staff metrics (e.g., ratio of staff to faculty research grants and publications/citations productivity)

Ongoing

Establish standardized report directory to simplify common metric reporting

Ongoing

Modify/Create Enrollment, Admissions, Financial Aid, Student Outcomes (graduate and undergraduate) and other data marts.

Ongoing

Update/Enhance MARS (Merced Academic Resources System) (e.g., faculty workload data)

Ongoing

Incorporate UC Path CDW (Common Data Warehouse) information into existing data warehouse environment

Ongoing

Govern for alignment to the Establish and operate governance board to guide campus’ strategic goals with open strategic priorities and investment decisions communications

Ongoing

Establish data governance working group focused on developing policies and standards for data quality, master data management, metadata management, data security, etc.

Ongoing

Create self-service data platform that contains both raw and prepared data

Ongoing

Evaluate Tableau, Watson, PowerPivot, and other tools; prepare sample reports/visualization to help campus select best option

Ongoing

Implement mobile-enabled reports and capabilities

Ongoing

Establish critical service management processes including demand management to standardize the customer experience

Ongoing

Develop Change Management and Communications processes to improve adoption

Ongoing

Establish and operate organization effectiveness review process to continually improve IRDS performance and align capabilities with mission

Ongoing

Enhance accessibility and engagement of reporting to campus stakeholders through self-service

Delivery service excellence to improve the IRDS customer experience

Foster teamwork, collaboration, and career growth of IRDS staff

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REAL ESTATE SERVICES

Real Estate Services oversees campus land use and environmental planning, administers the leasing, acquisition, development and disposition of real property, provides space planning for UC Merced buildings on and off campus, and works with the community on Downtown reanimation and related initiatives.

Real Estate Services leads planning for the physical campus, from the million-square-foot 2020 Project to the Downtown campus to the location of community gardens on campus. The team also monitors compliance with UC land use plans, and leads environmental permitting and compliance activities with local, state and federal regulatory agencies for all campus lands. The department provides space planning and leasing services for the campus, and is responsible for community relationships with regard to the physical presence of the campus in the community.

Real Estate Services develops and tracks the use of space and real estate on campus. Its Facilities Link database provides accurate information about space and identifies opportunities for efficiency regarding UC Merced’s buildings and property.

REAL ESTATE SERVICES GOALS OVERVIEW (2015-2020)

Lead strategic acquisition and utilization of real property Nurture relationships with local third parties Manage relationships with regulatory entities

REAL ESTATE SERVICES GOALS FOR 2020

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2015-2020: The next five years for Real Estate Services STRATEGIC GOALS 1.

ACTIVITIES

Lead the acquisition, development 2020 Project Project Agreement Development and effective utilization of campus and Management land and buildings. Space Planning and Utilization:

TIMEFRAME Ongoing

•

Development of Administrative Space Standards

Ongoing

•

Space planning, moves and backfill

Ongoing

•

Space utilization standards and strategies

Ongoing

•

Conference Room / Common Areas Booking System

Ongoing

•

Facilities Link Integrity and Optimization

Ongoing

•

FF&E for Newly Developed Space

Develop strategy by 2017

•

Activation of Common Areas

Develop strategy by 2016

Acquisitions, Dispositions and Leasing:

Ongoing

Structure, recommend to leadership and manage real estate investments in greater Merced that support overall campus growth and financial goals; monitor land transactions and development entitlements in the community which may affect the Campus; guide due diligence for acceptance of gifts of real estate. 2.

3.

Nurture relationships related to the enhancement of, and interface with, campus and community resources.

Manage relationships related to, and guide the fulfillment of, UC Merced’s regulatory and governmental environmental commitments.

Downtown Business Association collaboration

Ongoing

Collaboration with Downtown property owners to re-tenant and re-animate Downtown

Initiate process by 2016

Lake Yosemite Recreation Initiative

Initiate process by 2016

Merced Arts Council collaboration

Ongoing

Environmental Permits and Wetland Mitigation

Ongoing

Urban Services Agreement

Complete by 2018

Merced Irrigation District Agreements

Ongoing

Annexation

Ongoing

Transportation Mitigation Funding

Ongoing

Conservation Lands Compliance and Management

Ongoing

Fire Services Planning

Ongoing

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BUSINESS AND FINANCIAL STRATEGIC INITIATIVES

Business and Financial Strategic Initiatives provides resources for ensuring the strategic execution and prioritization of campus initiatives through comprehensive analysis, rigorous project management and progressive organizational development.

As a young institution, UC Merced is still at a point where the way of doing business is ripe for innovation. And in a world where resources are limited, UC Merced must out of necessity identify ways to apply its talent and money efficiently if it is to succeed in 2020 and beyond. Launched in 2014, Business and Financial Strategic Initiatives is a collaborative effort between the Division of Planning and Budget and the Division of Business and Administrative Services to maximize organizational success, reduce risks and identify opportunities for innovation across the institution.

BUSINESS AND FINANCIAL STRATEGIC INITIATIVES GOALS OVERVIEW (2015-2020)

BUSINESS AND FINANCIAL STRATEGIC INITIATIVES GOALS FOR 2020

Harness innovative methods to maximize success

Provide Strategic Business Case Analysis

Champion systematic organizational change

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2015-2020: The next five years for Business and Financial Strategic Initiatives STRATEGIC GOALS 1.

ACTIVITIES

TIMEFRAME

Harness innovative methods and Develop Campus Strategic Project strategies to maximize organizational Portfolio success. Capital Process and Intake Process

Develop/Implement Process by 2016 Develop/Implement Process by 2016

Change Management

Ongoing

Finance Plan

Ongoing

Oversight and Tracking 2. Identify and champion opportunities for project change and organizational innovation across the institution.

Develop/Implement Process by 2017

Provide Project Management Services

Ongoing

Organizational Development Standardize: • • •

Attachment 6: Project Graphics

Organizational Diagnosis Process Mapping and Reviews Standard of Management and Execution

Develop/Implement Process by 2017 Develop/Implement Process by 2017 Develop/Implement Process by 2018

ATTACHMENT 6

UC MERCED DOWNTOWN CENTER

JULY 2015 REGENTS MEETING

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NO PART OF THIS DOCUMENT MAY BE USED OR COPIED IN WHOLE OR IN PART WITHOUT THE PRIOR WRITTEN CONSENT OF HELLER MANUS

ROOF MP LEVEL

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Business and Financial Strategic Initiatives has helped identify opportunities for increased efficiencies among campus administrative units. N

PUBLIC SPACE

FOCUS / HUDD

CLASSROOMS / MEETING ROOMS

CONFERENCE

COLLABORATIVE SPACE

SUPPORT SPA

OFFICE SPACE

For example, the efficiencies gained in the Downtown Center will avoid initialFLOOR investment costs TYPICAL PLAN - 2ND ANDof 3RD FLOORS DOWNTOWN CAMPUS approximately $15 million and ongoing annual costs of $250,000, allowing fiscal resources to be utilized on mission critical activities. SCALE: 1/16"=1'-0" 20’

40’

UC MERCED UC MERCED

MERCED, CA

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CORE SPACE

DOWNTOWN

HOW WE WORK: VALUES THAT MATTER TO US

The Division believes how we work with our colleagues is as important as the goals themselves. The following attributes have been identified by our team as values-based qualities that should define the way we work: TRANSPARENCY LIFE-WORK BALANCE EVIDENCE-BASED HUMOR UNAFRAID TO FAIL

EXCELLENCE RELIABILITY A SENSE OF STEWARDSHIP HONESTY AND INTEGRITY PROBLEM SOLVING

DISCIPLINE CONSCIOUSNESS COLLABORATION VERSATILITY TAKING OWNERSHIP

All-staff Retreat, Values Exercise December 11, 2015

REVIEW AND ASSESSMENT

Leadership of each Department will be tasked with engaging in periodic reviews to assess and refine implementation of and progress towards their unit’s goals.

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WHO WE ARE

A team of collaborative professionals working to support UC Merced. OFFICE OF THE VICE CHANCELLOR

REAL ESTATE SERVICES

Daniel Feitelberg Vice Chancellor for Planning and Budget

Abigail Rider Assistant Vice Chancellor, Real Estate Services/ Chief Real Estate Development Officer

Veronica Mendez Assistant Vice Chancellor

Sara Anastos 2020 Project Coordinator

Jenelle Batchelor Executive Assistant to the Vice Chancellor

Irwin Band Principal Planner, Space Management

Jackie Hernandez Executive Assistant Manager

Gene Barrera Associate Planner

Kelli Maxey Financial Analyst

Ramona Dai’Re Educational Facilities Planner, Space Management

Emma Loethen Budget Analyst

Steve Rabedeaux Director, Academic Facilities Planning

Richard Cummings Director, Marketing and Communications, 2020 Project

Liz Teixeira Administrative Assistant

FINANCE GROUP

Phillip Woods Director, Physical and Environmental Planning

Donna Jones Assistant Vice Chancellor

INSTITUTIONAL RESEARCH AND DECISION SUPPORT

Julie Archuleta Budget Analyst

Nancy Ochsner Assistant Vice Chancellor

Wilson Chalabi Budget Analyst

Steve Chatham Principal Research Analyst

Mary Ann Coughlin Budget Analyst

Cinnamon Danube Principal Research Analyst

Debra Meneely Budget Analyst

Nishanth Godalla Database Programmer Analyst Elisa Johnson Administrative Specialist

BUSINESS AND FINANCIAL STRATEGIC INITIATIVES Gary Lowe Principal Research Analyst

Andrew Boyd Executive Director

Shyam Padmanabhan ODS Programmer Analyst

Jessica Duffy Capital Program Manager

Chris Speckens IR Systems Manager

Jason Martin Organizational Development Consultant

12/15

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The mission of the Division of Planning and Budget is to support and promote the financial, physical and organizational well-being of UC Merced by managing resources strategically, developing facilities with a long term view, and empowering others with data and processes to make informed decisions.

opb.ucmerced.edu