Theme 5


Building the Financial Foundation

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 itemizing revenues and expenditures in the areas of development, stewardship, and university support that will financially sustain A&Spire.

Development Initiatives

1 -- Creating a $10 million Endowed Scholarship Plan for the Next Five Years

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.

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. A public campaign will ensue by Summer 2015 to complete the fundraising.

3 -- Creating a Development Plan to Endow Masters Programs in the Arts

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 strategy for this $6 million campaign.

4 -- Creating a Development Plan to Endow 12 Professorships 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 ($36 million).

5 -- Creating a Development Plan to Endow Existing Research Centers 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 seek to obtain $15 million to endow the centers for Molecular Bioscience, Mass Spectrometry, and Nuclear Magnetic Resonance, and to complete the endowment for the Center for Microscopy.

6 -- Creating a Development Plan to Acquire Additional Research Space for 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 create a plan to assess fundraising capabilities for construction of a Clinical Health Sciences facility and to refurbish the Baylor Sciences Building for additional research space.

7 -- Creating a Development Plan to Endow Masters Programs 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 develop a strategy for assessing the possibility of endowing the MA and MS degrees in the Department of Communication Sciences and Disorders ($3 million) and in the Department of Geology ($3 million).

8 -- Creating a Development Plan in the Humanities and Social 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 create a strategy for assessing the possibility of endowing six professorships ($12 million) and the Center for Baptist Studies ($5 million).

9 -- Creating a Plan for a Comprehensive Capital Campaign

By Summer 2014 the Dean, the Provost, and the Senior Vice President for Development and Strategic Initiatives will determine a strategy to provide the leadership and staffing to raise at least $100 million within five years for the College of Arts & Sciences. The development staff within Arts & Sciences will grow to assist critical fundraising initiatives.

Judicious Stewardship

1 -- Endowing New Professorships

Obtain funding to support 12 endowed professorships/chairs across Arts & Sciences to reduce the financial strain on the University operational budget.

2 -- Faculty Workloads

By Fall 2014 the Dean’s Office will implement the faculty workload plan. 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. The Dean will propose that one-half of these savings be reinvested into Arts & Sciences for new staff lines.

3 -- Endowing Scholarships

The Dean will seek approval to direct one-half of the cost savings from the Arts & Sciences fundraising campaign back into Arts & Sciences for new staff lines.

4 -- Departmental Financial Profiles

By Summer 2014 the Dean’s Office will complete the departmental financial profiles, and this will allow tracking of financial savings and the effective use of available resources.

5 -- Dean’s Office Financial Profile

By Summer 2014 the Dean’s Office Financial Profile will establish a baseline of reserve funds needed for financial contingencies and will provide a model for annual distribution of funds above the reserve line for strategic projects and financial emergencies.

6 -- Endowing Existing Professorships

By Fall 2014 the Dean will designate the funds from four professorships/chairs that are not assigned to existing faculty to be used in targeted operational budgets.

7 -- Endowing Research Centers

By Fall 2014 the Dean will seek to endow research centers and to reinvest operational savings back into other centers or into staff lines.

8 -- Endowing Masters Programs

By Fall 2014 the Dean’s Office will develop a fundraising initiative for selected masters programs, permitting part of the operational savings to be reinvested into other graduate studies areas of Arts & Sciences.

9 -- Strengthening Staffing Efficiencies

By Spring 2015 the Dean’s Office, in consultation with the Provost’s Office and Human Resources, will conduct a comprehensive clerical and technical staff assessment and determine what additional staff will be needed in the coming decade in light of best practices of comparable universities.

10 -- Facilities and Administrative Revenue Sharing

By Spring 2015 the Dean’s Office will propose that the F&A revenue sharing be adjusted in terms of the allocation received by departments, the Dean’s Office, and the Provost’s Office. This reallocation would begin in the 2015-2016 academic year.

11 -- Enrollment Management

The Dean’s Office will continue to implement the Arts & Sciences enrollment management initiatives. Each percentage increase in freshman retention reduces the necessity of drawing from the University operational budget by as much as $1 million.

University Contributions

1 -- University Contributions to A&Spire

The University will in good faith attempt to provide Arts & Sciences with the resources for faculty and staff hiring strategies, operational budgets, and reinvestment of savings through fundraising and stewardship.