ࡱ> @ zcbjbjצצ (`[@1@1@18x141cj22"2222X$3@3QcScScScScScSceRjgSc-K22-K-KSc22hcLLL-K"22QcL-KQcLL{]|^22 @4$i@1OK"]`d~c0c ^gqKg$^^VgI`P3R;L AEP3P3P3ScSc<K"<MARYLAND SENATE BUDGET AND TAXATION SUBCOMMITTEE ON EDUCATION, BUSINESS AND ADMINISTRATION UNIVERSITY SYSTEM OF MARYLAND OFFICE FY 2011 BUDGET TESTIMONY OF ϡȱ CHANCELLOR WILLIAM E. KIRWAN FRIDAY, FEBRUARY 19, 2010 Chairman Kasemeyer, Vice-Chairman Madaleno, and members of the Committee, I am pleased to join you today in support of the ϡȱ (ϡȱ) Offices budget. I want to begin by reiterating a statement I made when testifying in support of the overall University System budget: I thank Governor OMalley and the members of this committee for supporting the ϡȱ. We are proud of the productive relationship we have forged with the leadership in Annapolis to advance our mutual priorities. I have submitted more extensive written testimony, but will keep my comments here very brief before turning to the issues raised by the budget analysts and any specific questions you may have. In fact, much of what the ϡȱ Office doesoverseeing our regional education centers, facilitating community college transfers, reconfiguring the University of ϡȱ Biotechnology Institute (UMBI), and other actionswill be highlighted in response to the analysts recommendations. Very briefly I want to outline the incredible value the System Office represents. As you know, the ϡȱ Office is essentially the corporate office of the university system. It serves as the staff to the Board of Regents; Assists ϡȱ institutions in fulfilling their individual missions; Coordinates the collaborative efforts of ϡȱ institutions; Facilitates the interactions of the System with the other segments of higher education in the state and the K-12 community; And performs a number of system-wide functions. In terms of business practices, the ϡȱ: Manages a $4.4 billion operating budget Oversees a $200-300 million annual capital program for academic and auxiliary facilities Administers the ambitious facilities renewal funding program established by the Board of Regents in 2005 Provides technical expertise and negotiation support to ϡȱ institutions to maximize opportunities for leveraging private investment and public/private development projects Advises the Board and ϡȱ institutions on the most beneficial real property transactions to promote institutional and System growth and development and best practices Manages a $1 billion debt portfolio Andalong with the support of each campus presidentis a leader in developing high efficiency ("green") buildings Statewide This exemplary management has been acknowledged with both a sound AA bond rating, and awards for excellence from groups such as the Government Finance Officers Association What you may not know is that we are one of the leanest such operations in the country. Less than one-half of one percent of the system-wide operating budget goes to administrative cost at the system office. That places the ϡȱ Office 30th out of 32 such system in the country. At the same time, what we are able to achieve with that small sliver of the system-wide budget is impressive. EFFECTIVENESS AND EFFICIENCY Obviously, the highest profile example of the value of working as a system is the Effectiveness and Efficiency (E&E) initiativeour systematic reexamination and reengineering of both our administrative functions and academic processes to reduce costs, enhance access, and raise students completion rate, while also protecting quality. Administratively, we have removed more than $130 million in direct costs from our budget, while experiencing significant additional savings through cost avoidance. Academically, ϡȱs four-year and six-year graduation rates are well above national averages for public universities and time-to-degree across the ϡȱ is at its best level ever, averaging less than 4-and-a-half years. In just the past year, the U.S. Department of Education singled E&E out as a "success story," the Washington Monthly referred to E &E as A Mid-Atlantic Miracle, and President Barack Obama challenged university leaders to follow our example. I am certain that without the ϡȱ Office working to coordinate this effort, E&E would not have achieved the success and stature it has. STRATEGIC PLAN The System Office is playing this same key coordinating role as we continue the year-long process of crafting a new strategic plan for the ϡȱ in 2020. The plan will be informed by a comprehensive outward scan, examining emerging trends related to ϡȱs growing population, increasing diversity, changing job market, and rising demand for higher education. As the Regents, Presidents, Provosts, and Councils work together to develop and implement this plan, the work of System Office staff will be essential. K-20 PARTNERSHIPS ϡȱ has established ongoing partnerships with school districts throughout the state, with community colleges, with government entities, and with the private sector to better meet the educational and workforce demands of ϡȱ. We have established broad-based partnerships that unite the various sectors in a coordinated manner. Through efforts initiated at the System Office: we are opening and expanding the teacher pipeline, with special emphasis on STEM teachers we are helping middle school students and their families begin preparing for college earlier through our Way2Goϡȱ information campaign we are enabling seamless transition from community colleges to system institutions; and we are working to meet key private sector needs. The impact and effectiveness of these efforts are greatly magnified by the coordination the System Office brings. REGIONAL EDUCATION CENTERS The ϡȱ Office also oversees the development and management of ϡȱs two regional centers, the Universities at Shady Grove (USG) and the ϡȱ at Hagerstown (ϡȱH). The centers represent a commitment to partnerships among the ϡȱ institutions, special relationships with ϡȱ community colleges, and close collaboration with the business and civic leaders at the county and state levels. In addition, they underscore our overall commitment to provide convenient, accessible, affordable educational opportunities to ϡȱers. USG offers more than 60 undergraduate and graduate degree programs from nine ϡȱ institutions at one central location in Montgomery County. Last year, USG was selected as the new home for the ϡȱ Clean Energy Center (MCEC), a model partnership between government and academia that will champion sustainability policies and foster the development of vibrant clean energy markets. ϡȱH offers 20 programs from five ϡȱ institutions in downtown Hagerstown. ϡȱH is making significant gains in enrollment, which has increased by almost 25 percent since the center opened in January 2005. Official numbers for the fall 2009 semester show a 4.4 percent increase over last fall, with the full-time equivalency (FTE) number for the current semester up 7.8 percent over last fall. FOUNDATION ACTIVITIES As you know, the ability to raise revenue from alternative sourcesespecially private philanthropyis becoming increasingly important. While FY 2009 was a difficult year for investments, it was a positive year for the Systems federated $1.7 billion fundraising campaign. After four yearsjust over the half-way pointmore than $1.25 billion has been raised. This is especially impressive given the broad reach of the past years economic turmoil. We have every expectation that the goal of $1.7 billion by June 30, 2012 will be met or exceeded. Through training, capacity building, technical assistance, coordination, and other efforts, the System Office is playing a vital role in the success of these efforts The budget proposal for the System Office will enable us to further each of these efforts, as well as others. Turning now to the single Legislative Analyst Recommendation for the ϡȱ Office: Page 4 Recommendation 1: Add language to reduce the appropriation for ϡȱ Higher Education Centers by 14.3% or $1.3M. ϡȱ Response: ϡȱ Shady Grove Response: A 14.3% reduction ($1.04 million on a base of $7.27 million) to the Universities at Shady Grove's FY 2011 budget would severely cripple its highly-successful operation in Montgomery County. USG is a thriving example of how to increase access to affordable high-quality public higher education, and is unique not just in ϡȱ but nationwide. This proposed cut would penalize Montgomery County, ϡȱs largest jurisdiction and an economic engine for the State, by reducing the available opportunities for its residents to obtain the undergraduate and graduate degrees they so desperately need in todays economy. The USG model has proven to be a great achievement in a short period of time, and a $1.04 million budget reduction would wipe out the progress made to date and further penalize both its accomplishments and its efficiencies. USG has grown to offer over 60 high-need programs from nine ϡȱ institutions in Montgomery County and the surrounding region, where other opportunities for upper-level and graduate public higher education do not exist. These include such high-demand programs as Business, Nursing, Pharmacy, Respiratory Therapy, Hospitality, and Biological Sciences. The innovative model for USG was established in 2000 as a way to provide these opportunities without the extremely costly option of creating another stand-alone ϡȱ campus. Fall 2009 enrollment at USG was 3,656 headcount students (projected 2,017.0 FTE for FY 2010) which was a 21% over the prior year. In fact, the number of headcount students educated at USG has had double-digit increases the last 3 years in a row. And this trend is expected to continue again in FY 2011. As the ever-increasing number of successful students from Montgomery County Public Schools and Montgomery College look to complete their baccalaureate degrees without leaving Montgomery County, USG has provided an efficient and effective model to expand opportunities for them to enroll in high-quality programs near where they live and work. By May this year, more than 3,000 students will have completed their baccalaureate degrees onsite at USG and thousands more have completed their master and doctoral degrees. USG has had to absorb its share of general funds cuts to date, as well as the elimination of Enrollment Funding Initiative and the continued furloughs, by delaying hiring in key areas of service to students even while its student population increased. These services, as well as instruction, are provided day, evening and weekend to best meet the needs of its diverse student population. A further cut of 14.3% would require layoffs of approximately 14 staff positions that provide valuable support to studentsa key and unique factor in USGs success. It would require significant cutbacks of services in IT, Library, the Center for Academic Success, Career Services, and Facilities Management. Some service center units would be shut down entirely. Hours would be cut in all student service areas and available class times would be reduced. This would be an extreme hardship to USG students who are already juggling classes around work and home challenges, and could even result in students not graduating on time. A cut of this magnitude would unfairly devastate an up-and-coming organization such as USG and the valuable services it provides in Montgomery County. ϡȱ Hagerstown Response: As described above, ϡȱH would also struggle if the recommendation of a 14% reduction is implemented. Western ϡȱ is an economically depressed area and educational opportunities are key to the citizens and region for future success. The center serves the western ϡȱ region by partnering with local businesses and organizations and serves as a model for smart growth initiatives in both ϡȱ and nationally and contributes to the economic renewal and revitalization of the City of Hagerstown. Budgetary impact on ϡȱH would include the layoff of two individuals (due to position eliminations), reduction to student services, critical computer and library purchases and cutting the marketing budget by half. The reduction in student services will impact the seamless transition of students from community colleges and the loss of marketing funds will make it harder to reach out to potential new students and advertise new programs which were recommended in the JCR report. As stated below in the issues section, ϡȱH is working hard to achieve the key goals focusing on building enrollments, and attracting new programs. Key to this effort, however, will be consistent state support. This will allow the center to concentrate on efficiently and effectively delivering quality degree programs, providing adequate learning facilities, and increasing institutional participation and collaboration. Page 4 Recommendation 2: Reduce general funds by $2M related to cost savings due to administrative efficiencies gained through the UMBI reorganization. ϡȱ Response: With a vision to support economic growth and job creation in ϡȱ, the Board of Regents established the ad hoc University of ϡȱ Biotechnology Institute (UMBI) Review Committee, and charged it with recommending a new structure that would allow ϡȱ to maximize UMBIs resources to achieve State and ϡȱ goals in biotechnology. In June 2009, the board approved the reallocation and reorganization of UMBIs five research centers and education unit. The overarching goal was to create a bioscience research and technology transfer enterprise that would drive ϡȱs rise to national and international leadership in the biosciences, resulting in economic growth and job creation. The Regents eliminated UMBIs central administrative functions while the research centers were transferred to ϡȱs research institutions. In FY 2009, the UMBI Central Administration was funded at $3.8M. To date, as displayed in Table 1 below, the ϡȱ has cut $1.8 million from the FY 2010 UMBIs administrative budget in order to comply with legislative and BPW reductions, and to cover FY 2011 state mandatory cost increases (for the research centers, the final year of the UMB Pharmacy program at Shady Grove, and new Coppin State University facilities). Thus, the Board achieved its fiscal objectives to cut administrative costs while increasing programmatic productivity in the form of increased research and technology transfer. The total savings achieved by the elimination of the UMBI Central Administration of $1.8 million represent 49% of its general fund budget along with a reduction of 14 positions. The remaining Central Administration state funds of $2M relate to current services costs that will continue in FY 2011, such as technology transfer and facilities operation and renewal. With an elimination of technology transfer funds, UMBI components would be less able to compete for federal research dollars, current patent actions would have to be abandoned, potentially driving up legal costs, and commercialization, business start-ups and job creation in the State would be reduced. The facility needs at the Columbus Center are critical. Existing space must be reconfigured to increase productivity. The existing tent must be replaced or eliminated to meet safety requirements. A portion of the remaining $2M from UMBIs central administrative budget was allocated to the Columbus Center to address a fraction of the on-going facility deficiencies now and facing the Center in the future. In short, reducing these funds will significantly lengthen the time it takes for the State to realize any benefits from the UMBI reorganization due to insufficient core funding at the remaining research centers. The ϡȱ participating institutions have stated that full funding of the current core research program and related facilities is critical to move this restructuring forward and I urge you to reject this recommendation of eliminating $2M of state funds. In order to achieve the Boards vision for the reconfigured UMBI to be a success, it is imperative that sufficient resources be allocated to maximize the existing research programs and develop new research programs. In a time where the State is experiencing major revenue deficits and new funding is not available for investment in restructuring at UMBI, funding from the UMBI Central Administration needs to be allocated to participating ϡȱ institutions to continue certain essential functions that were currently performed at the Central Office. This is not enhancement funding but is what is minimally necessary for current services needs. It is believed that the synthesis of UMBIs research capabilities with the research and technology transfer capacity of the ϡȱs other research institutions will yield major benefits to ϡȱ. Any reductions to current operations to the remaining UMBI core centers will require the Board and participating institutions to reevaluate the current restructuring plan that was approved last June. The ϡȱ participating institutions have stated that full funding of the current core research program and related facilities is critical to move this initiative forward and I urge you to reject this recommendation of eliminating $2M of state funds. HYPERLINK "../Local Settings/Documents and Settings/mwest/Local Settings/Temporary Internet Files/Content.IE5/33LN3D8K/UMBI est. savings.xls" \l "'UMBI estimated savings'!A1" Table 1The University of ϡȱ Biotechnology InstituteEstimated SavingsFY 2010 reductions:Governors base and legislative reduction($211,557)BPW actions (July and August)($398,974)Furlough & HEIF reductions($83,931)FY 2010 total cost containment and reductions($694,462)FY 2011 reallocations:UMB Pharmacy @ Shady Grove($300,000)Coppin new facilities funding($500,000)Mandatory costs reallocated from Central Admin*($366,042)Total reallocations($1,166,042)Total estimated savings($1,860,504)FY 2009 UMBI Central Administration Actual General Funds3,795,116 % savings-49%*This includes health, retirement, and other statewide adjustments p.15 ϡȱH JCR Plan Comments requested: Goals and objectives that have been identified as a result of the task force recommendations, and what, if any further actions have been taken to ensure the long term programmatic and financial viability of the ϡȱH center. ϡȱ Response: As per the JCR Language, the task force for this item included representatives from MHEC, Frederick Community College (FCC) and Hagerstown Community College (HCC), the General Assembly, Department of Legislative Services, Department of Budget & Management and the community. All task force representatives (including DLS) were provided with report drafts, and solicited for comments and revisions. Below are expanded details and actions taken by the center to implement recommendations from the JCR report. The mission of the Higher Education Center is to provide access, to high quality and affordable degree programs to citizens in western ϡȱ. The Task Force found that the current structure of operating as a ϡȱ center is crucial to offering not only access, but local access to degree offerings at the in-state tuition rate. This is also why it is important to offer the right of first refusal to System institutions before opening the programs to out-of-state or private institutions, whose tuition rates are considerably higher. The Task Force recommended strengthening affiliations with other local educational entities and local business are essential to the long-term financial and programmatic viability of ϡȱH. We continue to monitor HCC and FCC enrollment trends as one path to new programs. ϡȱH has expanded its degree offerings from 12 to 21 programs (75%) and continues to conduct market analyses to determine future areas of workforce and economic development needs. Based on compelling evidence of the continued critical workforce shortage of nurses in the region, TU expanded its nursing program by enrolling a new cohort in January. To address the needs of the three surrounding school districts, UMCP and FSU will collaborate to offer an Ed.D. this summer. In response to high enrollments at Hagerstown and Frederick Community Colleges, FSU will begin a bachelors program in psychology this fall. In the past year, HCC and ϡȱH created joint advertising to promote the seamless transition from the community college to programs offered at the downtown facility. HCCs significant contribution to the cost of this endeavor demonstrates the commitment to the partnership and the belief in ϡȱH as a viable option for HCC graduates. In addition, ϡȱH has created materials that target high school students and promote starting at HCC or FCC and completing at ϡȱH. The materials provide a road map to navigate the process and encourage students to enter HCC with plans to complete a program offered at ϡȱH. To support students continuing their education at the Center, $475,000.00 has been raised in scholarship funds. It is notable that both the city and county government and private citizens contribute to this fund. This is only one example of the strong partnership between the Center and the community. During the past year, ϡȱH has established new partnerships with the Washington County Fee Library and the Washington County Public Schools; these are positive actions toward ensuring the long-term programmatic and financial viability of the center. The center entered into a rental agreement with the Washington County Public Schools to provide space for the newly created Barbara Ingram School for the Arts. This initiative creates revenue for ϡȱH and brings potential students to the facility every day. ϡȱH has also partnered with the Washington County Public Library and the Western ϡȱ Regional Library to explore the possibility of bringing an MLS degree to ϡȱH. The Task Force recommended ϡȱH to pursue non-state revenue opportunities. Although space is limited, ϡȱH continues to build revenue from rentals and the testing center. The center has restructured the IVN room rental to a more competitive price and is currently offering the IVN labs during the day when classrooms are available. The Testing Center has also been expanded to accommodate more test periods to maximize fee revenue. DLS recommends that the ϡȱH should consider charging additional student fees. At this time the center feels that fees would be an added burden to the financially stressed students of this poor economic region and would have a limiting effect on enrollment growth. In summary the success of ϡȱH as with any new enterprise, start-up costs for ϡȱH have been high and funding goals take time to achieve. However, ϡȱH is working hard to achieve the key goals focusing on building enrollments, attracting new programs, and efficiently managing operations and seeking out new sources of support. Key to this effort, however, will be consistent state support. This will allow the center to concentrate on efficiently and effectively delivering quality degree programs, providing adequate learning facilities, and increasing institutional participation and collaboration. PAGE  PAGE 2   ! 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