The themes presented in this A&Spire document provide a vision for the future in response to the goals and aspirations articulated by the University in Pro Futuris. Many of the proposed Acts of Determination (AOD) require substantial new resources for implementation. Consequently, building the long-term financial foundation of Arts & Sciences will require several funding pathways working in conjunction (Figure 5.1). Even though the University will provide some of the new resources6, additional funding will be necessary to support key academic programs through existing resources, better stewardship, and proactive philanthropy from alumni, faculty, staff, students, and the Arts & Sciences Board of Advocates.
6This strategic plan does not supplant ongoing operational budgets or access to potential new operational monies through normal channels.
Act of Determination 1 -- Creating a 10-Year Budget Pro Forma
By Fall 2014 the Dean’s Office, in consultation with the Provost’s Office, will complete a budget plan itemizing revenues and expenditures in the areas of development, stewardship, and university support that will financially sustain A&Spire.
I. DEVELOPMENT INITIATIVES
The President’s Scholarship Initiative (PSI) has successfully completed its three-year, $100,000,000 campaign. To continue development activities in this important area, Arts & Sciences will propose its own five-year fundraising campaign for student scholarships. Scholarships serve multiple purposes. First and foremost, they help provide an affordable education for many students who otherwise could not attend Baylor. They also serve as an important recruiting tool for high-ability students, which will improve retention and graduation rates. The Board of Advocates, Directors of Development in Arts & Sciences, and University Development will partner with the Dean’s Office to identify potential scholarship donors from both internal and external sources.
Act of Determination 1 -- Creating a $10 Million Endowed Scholarship Plan for the Next Five Years
Scholarship initiatives span a broad spectrum of possibilities and needs. Below is a list of opportunities proposed in the theme committee reports:
Model Organization of American States
By Summer 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a prospectus for a $10 million scholarship campaign.
By Fall 2014 Arts & Sciences Marketing and Communications will develop a strategy for the fundraising initiatives.
BUILDING THE ARTS DISTRICT
The Arts District fundraising campaign has been ongoing for several years. Hooper-Schaefer Fine Arts Center is an inadequate facility housing the Departments of Theatre Arts and Art and occupied to capacity (students, faculty, laboratories, auditoriums, and graduate programs). Furthermore, the Division of Film and Digital Media in the Department of Communication has significantly outgrown its space in Castellaw, and the quality of this space has declined. Architectural plans are being created to renovate and expand Hooper-Schaefer Fine Arts Center to better accommodate the needs of these departments.
Act of Determination 2 -- Creating a $50 Million Development Plan for the Arts District
By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will identify donors who collectively will contribute at least one-half of the funding for the Arts District, resulting in named auditoriums, performance halls, museums, classrooms, laboratories, departments, and programs.
By Spring 2015 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will identify other donors for gifts to complete the project.
Following the implementation of the previous two steps, a public campaign to complete the fundraising activity will be launched by Summer 2015; this will include consultation with Arts & Sciences Marketing and Communications.
Act of Determination 3 -- Creating a Development Plan to Endow Masters Programs in the Arts
To raise $3 million to endow a Master of Fine Arts (MFA) in Film and Digital Media to supplant the existing MA program. The Dean’s Office will develop a fundraising strategy by Fall 2014 targeted at donors who have voiced an interest in supporting this program and for creating a Department of Film and Digital Media to be housed in the Arts District.
To raise $3 million to endow the existing MFA in the Department of Theatre Arts that will be housed in the Arts District. The Dean’s Office and the Directors of Development in Arts & Sciences will create a fundraising strategy by Spring 2015 targeted at current donors who have voiced an interest in supporting this program.
To assess the possibility of a fundraising initiative for an MFA program in the Department of Art.
ENDOWING THE SCIENCES
Endowing various parts of the sciences is an important goal for securing resources above and beyond normal operational channels. Included are endowed professorships, research centers, research space, and graduate degree programs.
Act of Determination 4 -- Creating a Development Plan to Endow 12 Professorships in the Sciences
Endowed professorships attract mid-level and senior faculty who can immediately enhance our research productivity and reputation. Additionally, external monies for faculty lines will reduce the financial strain on University resources. Hiring preference will be given to faculty in the health sciences to help build collaborative synergies with the Baylor College of Medicine and Baylor Scott & White Health, for example, and to reduce the unacceptable student major-to-faculty ratio (up to as much as 50:1 in the sciences).
By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will design a campaign strategy for the sciences to endow 12 professorships/chairs in the name of current faculty and/or to create new endowed professorships ($36 M).
By Fall 2014 Arts & Sciences Marketing and Communications will develop a strategy for the recommended fundraising campaign for endowed professorships.
Act of Determination 5 -- Creating a Development Plan to Endow Existing Research Centers in the Sciences
Research centers will be critical for faculty access to shared research equipment and technical staffing. Endowing existing centers or endowments that leverage the creation of new centers will be important. A new Center for Microscopy and Imaging was recently endowed for $3 million, but it is still in need of an additional $1 million to fulfill the original operational needs. Interest earnings from the endowment will cover the cost of a technical staff line and the purchase of a new Environmental Scanning Electron Microscope.
By Fall 2015 the Dean’s Office, in consultation with the Board of Advocates, will develop a plan for obtaining an additional $15 million to help fully endow the Center for Microscopy and Imaging and also to endow the Centers for Molecular Bioscience, Mass Spectrometry, and Nuclear Magnetic Resonance. Monies will be used to fund technical staff lines and research equipment.
Act of Determination 6 -- Creating a Development Plan to Acquire Additional Research Space for the Sciences
More research laboratory space will be needed beyond the expansion space still available in the BSB; estimates indicate that approximately 120,000 square feet will be needed. Therefore, given that the current expansion space is calculated to be no more than 7,000 additional square feet, the considerable shortfall of adequate space requires urgent, proactive planning.
By Fall 2015 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a fundraising campaign to refurbish the BSB to convert existing classroom space, except auditoriums, to research laboratory space.
Contingent upon recommendations from the committee on space planning in Theme 4 -- AOD 1, the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a plan to assess fundraising capabilities for the construction of a Clinical Health Sciences facility at the location identified on the master space plan adjacent to the BSB.
Act of Determination 7 -- Creating a Development Plan to Endow Masters Programs in the Sciences
Endowing existing masters programs in Arts & Sciences will contribute to cost savings for reinvestment in facilities and other programs.
By Fall 2015 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will develop a strategy for assessing the possibility of endowing the MA and MS degrees in the Department of Communication Sciences and Disorders at a cost of approximately $3 million.
By Fall 2015 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will develop a strategy for assessing the possibility of endowing the existing MS degree in the Department of Geology at an approximate cost of $3 million.
ENDOWING THE HUMANITIES AND SOCIAL SCIENCES
Endowed professorships hold great importance for the Humanities and Social Sciences, as well as for other selected programs. Endowed professorships promote research productivity, national and international visibility, and excellence in teaching. They also enable Baylor Humanities and Social Sciences to attract and retain the best and brightest faculty members. Efforts in these areas will continue to build upon the academic foundation created during the preceding decade.
Act of Determination 8 -- Creating a Development Plan in the Humanities and Social Sciences
The Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will consider a possible plan for endowing a Center for Baptist Studies with a plan of action to be completed by Summer 2014.
The Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will create a strategy for assessing the possibility of endowing six professorships/chairs ($12 million) during the coming decade, with a plan to be completed by Fall 2014.
Act of Determination 9 -- Creating a Plan for a Comprehensive Capital Campaign
For Arts & Sciences to build a financial model to achieve its goals on behalf of Pro Futuris, a considerable influx of new resources contingent upon the implementation of a comprehensive capital campaign will be needed. Current development staffing within Arts & Sciences is not sufficient to raise many tens of millions of dollars during a relatively brief 10-year period.
By Summer 2014 the Dean will meet with the Provost and Senior Vice President for Development and Strategic Initiatives to reach an agreement that University Development will assist with the major fundraising initiatives recommended in this proposal.
By Summer 2014 the Dean will meet with the Provost and Senior Vice President for Development and Strategic Initiatives to reach an agreement based on best practices nationally to allow the development staff to grow to assist with the critical fundraising initiatives in Arts & Sciences.
Overview of Potential Fundraising Initiatives
Endowing Student Scholarships
Endowing Professorships (18)
Arts District/Hooper-Schaefer Renovation
Baylor Sciences Building Renovation
Clinical Health Sciences Facility
Endowing Research Centers (2)
Endowing Masters Programs (2)
Center for Baptist Studies
II. JUDICIOUS STEWARDSHIP
Judicious stewardship refers to increased efficiency of operations resulting from management strategies that enable strategic accomplishments without additional resources. That is to say, more can be accomplished with existing resources either through direct savings or reinvestment. Currently, Arts & Sciences is employing a variety of strategies to increase efficiencies and to argue for reinvestment plans from some of these savings (refer to Figure 5.1).
Act of Determination 1 -- Endowing New Professorships
Of the new faculty lines needed in the coming decade for Arts & Sciences STEM departments in general and for the health sciences in particular we propose implementing a fundraising initiative to fund 12 of these lines through endowed professorships/chairs. Additionally, we propose to raise funds for six endowed professorships in the Humanities and Social Sciences. The action steps for fundraising for endowed professorships/chairs are discussed in Theme 5 -- I. Development Initiatives -- AOD 4 and AOD 8. These steps will lead to a significant cost savings for the University operational budget.
Act of Determination 2 -- Faculty Workloads
Rigorous guidelines are needed for faculty workloads to create greater course coverage with existing faculty, to generate more scholarly research, and to provide for consistency across departmental units. In consultation with the Provost’s Office and the Office of Institutional Research and Testing, the Dean’s Office has revised workload guidelines that are currently being tested and implemented. These workloads standardize time allocation where possible, yet allow for flexibility when necessary. In addition, annual performance standards are being assessed for faculty release time designated for research.
By Fall 2015 the Dean’s Office will complete the implementation of the faculty workload plan and will make faculty workload adjustments for the following academic year.
Beginning in the 2015-2016 academic year our goal is that on average each department will reduce by one course per semester the need for temporary lecturer monies. Currently Arts & Sciences allocates approximately $1.5 million per year for temporary lecturers. By achieving this goal, we can reduce the need for temporary lecturer monies by approximately $250,000 per year. The Dean will propose to the Provost that one-half of these savings be reinvested into Arts & Sciences for new staff lines.
Act of Determination 3 -- Endowing Scholarships
Endowing scholarships is crucial in order to alleviate financial constraints on our student body and to free monies from the University operational budget for other purposes by reducing the tuition discount rate. During the next five years Arts & Sciences will aspire to raise $10 million in endowed scholarship funds that will provide approximately $500,000 in savings to the University on increased interest earnings.
The Dean will seek approval, upon successful completion of the Arts & Sciences $10 million fundraising campaign, to direct one-half of the interest earnings to Arts & Sciences for hiring new staff lines.
Act of Determination 4 -- Departmental Financial Profiles
Currently, departmental profiles combining all components of departmental operational budgets into one document are near completion. In addition to operational budget information, these profiles will include data about endowed scholarship monies, graduate student monies, enrollment management criteria, development initiatives, endowed professorships, center activities, and discretionary funds. This document will allow for maximum use and sharing of resources between the Dean’s Office and the departments.
By Summer 2014 the two Financial Managers in Arts & Sciences will complete departmental financial profiles. Financial savings will be tracked beginning at this point.
Act of Determination 5 -- Dean’s Office Financial Profile
The Dean’s Office discretionary budgets must be utilized to capacity, but within the context of potential financial exigencies. Some budget lines in the Dean’s Office accounts are replenished each year, some are replenished unpredictably from one year to the next, and some are based on monies that, once expended, will never be replenished. Across Arts & Sciences, many projects that require funding on an annual basis are difficult to fund through more traditional operational means.
By Summer 2014 the Dean’s Office will develop a model establishing baseline reserve funds needed for financial contingencies for an academic unit the size of Arts & Sciences.
By Summer 2014 the Dean’s Office will develop a budget model to expend excess funds each year above the reserve line for strategic projects.
Act of Determination 6 -- Endowing Existing Professorships
Currently Arts & Sciences has 22 partially endowed professorships. Interest earnings from the principal of these endowments are not sufficient to fund fully an existing faculty member for most of these professorships/chairs. However, four currently are endowed to at least $1 million.
By Spring 2015 the Dean, in consultation with department chairs, will appoint four faculty to existing professorships/chairs, each endowed to at least $1 million but not assigned to any current faculty members. This will provide discretionary monies for faculty and help relieve pressures from departmental operational budgets.
By Fall 2015 the Dean’s Office will determine whether to remove, combine, or enhance the remaining partially endowed professorships/chairs in accordance with donor agreements.
Act of Determination 7 -- Endowing Research Centers
Research centers are now being assessed for operational and strategic effectiveness. This assessment includes whether the current centers are needed, how efficiently they are being operated, and whether new centers are needed. Any operational savings from dismantling an existing center will be reinvested into other programs. The operational savings resulting from the endowment of any existing or new centers in the coming decade will be reinvested into other non-endowed centers or related programs.
By Fall 2014 for each endowed center, the Dean will secure an agreement from the Provost to allow reinvestment of these operational monies back into other centers or toward new staff lines.
Act of Determination 8 -- Endowing Masters Programs
Existing and future masters programs should, if at all possible, be endowed for covering operational expenses. The four areas with the greatest likelihood of receiving endowed monies are Theatre Arts, Film and Digital Media, Geology, and Communication Sciences and Disorders. If successful, this endowment will render savings to the University that can be reinvested into other areas.
By Fall 2014 the Dean’s Office, in consultation with the Board of Advocates, Directors of Development in Arts & Sciences, and University Development, will develop a fundraising initiative for these four graduate program areas. For each program, endowed savings should be reinvested into other graduate studies areas of Arts & Sciences.
Act of Determination 9 -- Strengthening Staffing Efficiencies
The Arts & Sciences Dean’s Office, in coordination with Human Resources, will conduct a comprehensive assessment of clerical and technical staffing to evaluate performance efficiencies and technical expertise of existing staff and to determine what additional staff will be needed in the coming decade. This is an important issue, particularly in the sciences.
By Summer 2015 the Dean’s Office, in consultation with department chairs from the sciences, will determine future technical staffing needs for research enhancement through core facilities and within departments and will develop a plan for securing resources from a combination of fundraising reinvestment activities or from the University.
By Fall 2015 the Dean’s Office will determine, in consultation with Human Resources and the Provost’s Office, current staffing levels and expertise and compare these to best practices of comparable universities.
By Fall 2015 the Dean’s Office will determine the number of new clerical staff needed and will develop a plan of action for securing resources from a combination of fundraising reinvestment strategies or from the University.
Act of Determination 10 -- Facilities and Administrative Revenue Sharing
As indirect costs from successful grant awards continue to increase, additional revenues will need to be generated to offset operational expenses and to support new and existing programs. Currently, the University receives 75 percent of Facilities and Administrative (F&A) revenues, and the home department receives 25 percent. Adjustments in these allocations will be needed in the future to empower the Dean to make strategic reinvestment decisions within Arts & Sciences. If within 10 years Arts & Sciences begins generating $10 million annually in grant expenditures, approximately $1.14 million per year in discretionary funds would be yielded, for example.
By Summer 2015 the Dean’s Office will develop a proposal to adjust F&A revenue sharing among the departments, Dean’s office, and Provost’s Office beginning with the 2015-2016 academic year. The dean's Office share, based on some percentage increase in future granting expenditures, would be reinvested into escalating start-up costs and various other initiatives related to scholarly endeavors.
Act of Determination 11 -- Enrollment Management
The 10-Year Enrollment Management Plan for Arts & Sciences aspires to a freshman retention rate of 90 percent. Two years into implementation of the plan, retention has already increased by two percentage points to 88 percent. Each percentage point increase reduces the necessity of drawing from the University operational budget. These savings will be tracked.
III. UNIVERSITY CONTRIBUTIONS
The difference between the sum of resources obtained through fundraising plus stewardship and the total resources needed to implement the 10-Year A&Spire Plan will require an infusion of resources from the University (Figure 5.1).
Act of Determination 1 -- University Contributions to A&Spire
The University will in good faith attempt to provide faculty lines and associated start-up and facilities costs on an annual basis in order to reach the stated 10-year goal of hiring in Arts & Sciences.
The University will in good faith maintain operational budgets with modest annual growth rates.
The University will in good faith provide staffing needs where appropriate and other forms of faculty support regarding teaching and research.
The University will in good faith allow for savings through development and stewardship activities to be reinvested into Arts & Sciences.
Figure 5.1. Flow Chart Showing Strategies for Funding the A&Spire Strategic Plan