Draft 21c – November 17, 2008
This
document represents a six-year agreement between Washington State
University and the state. It embodies a new, focused direction that will
lead to millions more in economic development through focused research
programs and an added 4,800 highly-qualified graduate and undergraduate
students over the next six years. It furthers all the major goals of the
HECB’s Strategic Master Plan and of Washington State University’s 2008
Strategic Plan.
The
terms of this agreement include a state operating budget investment
comparable to what competing states have invested in their land grant
research institutions. The state made some crucial investments in higher
education for the 2007-2009 biennium. This agreement calls for that
investment to be protected by funding the maintenance-level operating
budget of the university during the term of this agreement. It also
requires a continuation of the state’s historic commitment to one-time
and capital funding to support critical university programs. Finally,
the agreement provides WSU relief from some state regulations. Most
importantly, this agreement carries a commitment from Washington State
University to chart a new direction that makes a larger and more
measureable contribution to the economic health and well-being of the
state through national and world-ranked programs of research and
education.
The
charts in this agreement propose a phased approach to make this state –
its researchers and students - more competitive in a global environment.
State revenue flow may require smaller investment in one biennium and
larger investment in other biennia. If needed, such changes could be
accomplished by mutual agreement in an addendum. Less state investment
in a biennium would also require a downward adjustment in outcomes such
as predicted numbers of student graduates and federal research grants or
increases in student tuition.
The
fruits of reaching the goals of this agreement will benefit every state
citizen. WSU will emphasize excellence, efficiency and meeting state
needs, but will focus its efforts and not try to meet
every need.
Separate from this agreement, President Elson Floyd is leading a
process to reduce the number of academic degree programs and courses by
up to 20 percent. The university
will combine or eliminate programs. Programs that serve vital interests
of the state will be enhanced and efforts
will be made to create interdisciplinary programs that can more accurately
target state needs.
WSU can
best serve the state and leverage the state’s investment by identifying its
strongest programs and making them better.
These outstanding programs will attract federal grants and contracts
and private funding that average programs simply cannot draw. It will help
retain and recruit outstanding faculty and students to WSU.
These programs will advance knowledge through more creative research,
extend knowledge through more innovative academic programs, and apply
knowledge through greater local and global outreach.
Summary of the Plan and Its Benefits
This new direction can be
achieved by both fiscal and regulatory support from the state. The
primary need is to phase-in state operating funding that is
comparable to the 60th percentile of similar land grant
research institutions in the “Global Challenge States.”
In addition, WSU seeks funding of related high-priority
construction and infrastructure projects. It also requires
assistance in easing some regulations governing higher education
that do not add value for the state’s citizens. This state
investment and commitment can provide the funds necessary to recruit
and retain the very best students and faculty. That will lead to:
·
Increasing
levels of both basic and applied research with an emphasis on areas
where WSU’s proven excellence and responsiveness to state needs will
increasingly benefit the economic growth and the civic health of the
state.
·
Increasing
numbers of graduate and professional degrees, in both basic and
applied disciplines. A
substantial number of both undergraduate and graduate degrees will
be in areas in which WSU specializes or has statutory mandates.
·
Increasing
numbers of highly-qualified baccalaureate graduates that have
efficiently obtained their degrees and are prepared to succeed in
the economy and to contribute as citizens.
·
More high demand
undergraduate and graduate degree recipients, within WSU’s areas of
expertise that directly address the needs of the economy, of K-12
education, and of the civic and social fabric of the state.
WSU’s Commitment:
A Great Return on State Investment
Funding
of the operating, capital and regulatory items detailed in this agreement
results in the university’s
ability and commitment to reach the following stated levels
of achievement incrementally,
as overall funding per student and
state investment grows. Each
biennial increment in funding per FTE will be provided to the university as long
as progress continues toward the enrollment, quality, and efficiency goals.
A.
Benefits to sustained growth of the economy of the state.
|
|
FY09
|
FY11
|
FY13
|
FY15
|
|
Increase federal and non-federal grants and contracts for research ($
Millions), thus supporting the economy.
|
$144.3
|
151.6
|
$159.3
|
$167.4
|
|
|
|
|
|
|
|
Increase number of advanced degrees granted
|
1,125
|
1,180
|
1,230
|
1,270
|
|
|
|
|
|
|
|
Increase number of High Demand/High Need/ High Cost undergraduate
degrees granted, including STEM and Health Sciences
|
1,100
|
1,225
|
1,275
|
1,330
|
B.
Affordable access to high quality undergraduate, graduate, and professional
degree programs.
|
|
FY09
|
FY11
|
FY13
|
FY15
|
|
|
|
|
|
|
|
Increase total number of degrees produced
|
5,725
|
6,200
|
6,400
|
6,700
|
|
|
|
|
|
|
|
Increase number of transfer students who enroll
|
1,280
|
1,360
|
1,440
|
1,520
|
|
|
|
|
|
|
|
Increase applicant pool of students eligible for Cougar Commitment
|
485
|
500
|
515
|
530
|
|
|
|
|
|
|
|
Increase percent of enrolled undergraduate students from
underrepresented groups
|
16%
|
16.5%
|
17%
|
17.5%
|
C. Efficient stewardship of state and
student resources.
|
|
FY09
|
FY11
|
FY13
|
FY15
|
|
|
|
|
|
|
|
Increase baccalaureate degree efficiency (<125% of required credits)
|
92.0%
|
92.5%
|
94.0%
|
95.0%
|
|
|
|
|
|
|
|
Improve six year graduation rate of freshmen
|
64.0%
|
64.5%
|
66.0%
|
70.0%
|
|
|
|
|
|
|
|
Improve graduation rate of underrepresented students
|
54.0%
|
54.5%
|
56.0%
|
60.0%
|
|
|
|
|
|
|
|
Improve three-year graduation rate of transfer students
|
63.0%
|
64.0%
|
67.0%
|
70.0%
|
The State’s Commitment One:
Funding the Operating Budget at the 60th Percentile
Achieving
the goal of the 60th percentile of land grant institutions in the
Global Challenge States requires fully-funding the university’s
maintenance-level budget each biennium and a total state general fund and
tuition commitment of $26,833 per FTE phased in over six years.
Shortfalls in
state funding will result in higher tuition and/or lower achievement on
enrollment and other indicators.
As
always, the Legislature would have the option of determining the
ratio of student tuition funds to state general funds. See the tables below to
view two scenarios of varying tuition increases.
|
Fiscal Year
|
2008
|
2009
|
2010
|
2011
|
2012
|
2013
|
2014
|
2015
|
|
Funding per Student Target
(state + tuition)
|
$16,894
|
$17,074
|
$18,701
|
$20,327
|
$21,954
|
$23,580
|
$25,207
|
$26,833
|
|
Total Enrollment (Budgeted FTE)
|
21,800
|
22,250
|
23,053
|
23,789
|
24,509
|
25,229
|
25,949
|
26,669
|
|
|
|
|
|
|
|
|
|
|
|
7% Tuition growth rate
|
7.0%
|
7.0%
|
7.0%
|
7.0%
|
7.0%
|
7.0%
|
7.0%
|
7.0%
|
|
Implied UG resident tuition
|
$5,812
|
$6,218
|
$6,655
|
$7,121
|
$7,619
|
$8,153
|
$8,724
|
$9,334
|
|
Implied appropriation per student
|
$11,449
|
$11,406
|
$12,613
|
$13,795
|
$14,945
|
$16,063
|
$17,144
|
$18,187
|
|
Appropriation/FTE growth rate
|
|
-0.4%
|
10.6%
|
9.4%
|
8.3%
|
7.5%
|
6.7%
|
6.1%
|
|
|
|
|
|
|
|
|
|
|
|
0% Tuition growth rate
|
7.0%
|
7.0%
|
0.0%
|
0.0%
|
0.0%
|
0.0%
|
0.0%
|
0.0%
|
|
Implied UG resident tuition
|
$5,812
|
$6,218
|
$6,218
|
$6,218
|
$6,218
|
$6,218
|
$6,218
|
$6,218
|
|
Implied appropriation per student
|
$11,449
|
$11,406
|
$13,013
|
$14,623
|
$16,234
|
$17,847
|
$19,460
|
$21,073
|
|
Appropriation/FTE growth rate
|
|
-0.4%
|
14.1%
|
12.4%
|
11.0%
|
9.9%
|
9.0%
|
8.3%
|
|
|
|
|
|
|
|
|
|
|
|
Note: Implied tuition here is the sum of building & operating fees, not
operating fees alone, while the tuition revenue calculations (which are
a component of the funding per student target) are based on operating
fees alone. This accounts for roughly 83% of the discrepancy in FY 2008.
|
With increased funding
over six years to the 60th percentile, WSU will make
investments to:
1.
Research & instruction to support and expand the state’s economy –
Invest in research and graduate education that
benefits Washington, and
education
programs include:
A.
The School for Global Animal
Health
B.
Emerging Issues in Agriculture
C.
Clean Technology
D.
Healthcare Informatics
E.
Contract Research Laboratories
2.
Graduate
more students from bachelor, graduate, and professional programs
– By 2015, graduate over 17% more students per year, including 21% more
students per year in high demand majors.
3.
Expand
the pipeline into STEM/Health fields and support retention and efficient
graduation
– Expand activities that attract, retain, and promote the success of all
students admitted to the university, especially in STEM/Health, and
including students from underrepresented groups.
4.
Invest in
Human Capital –
Competitive, merit-based compensation for faculty and professional staff
to reward excellence in teaching and research and to retain our faculty
members.
5.
Infrastructure and core information services.
Investments are required in core financial, academic, and student
computing systems that support virtually every part of the university.
Investments are needed in emergency management and public safety to
assure a safe and secure educational environment.
State’s Commitment Two:
Continued Funding of Critical Capital Projects
and other one-time expenses
With pressure building on the
state capital construction budget and the state debt limit, the state
must find funding sources to continue its historic commitment to
building and improving facilities in the Washington State University
system. In addition, it must
assist in funding solutions for other one-time expenses not addressed by
the operating budget such as core computing needs. Examples of these
costs that support the efforts of the operating budget are:
·
Core computing (First phase, 2009-2011)
·
Vancouver Applied Technology Classroom building (2009-2011)
Enrollment growth and Washington Technology Center.
·
Veterinary Medical Research building (Design in 2009-2011,
Construction 2011-2013)
Neuroscience and Muscle Research Laboratories.
·
Minor works program and omnibus equipment.
Upgrading for today’s requirements; computing,
instructional and research equipment.
·
Minor works preservation.
Health, safety, code, cabling, HVAC, sewer, mechanical,
roofs, windows.
·
Design Disciplines facility (2009-2011).
Apparel Merchandising Design and Textiles, Safety.
·
Biotechnology/Life Sciences Renovation (2009-2011)
Additional science capacity, offices.
·
Clean Technology Laboratory (Predesign/Design 2009-2011,
Construction 2011-2013)
Engineering capacity.
·
Global Animal Health Phase 2 (Predesign/Design 2009-2011,
Construction 2011-2013)
Diagnostic and high-risk infectious animal disease
surveillance, emergency response, particularly animal diseases that impact
humans.
·
Troy Hall renovation (Design 2009-2011, Construction 2011-2013)
Business enrollment growth.
·
Agricultural Animal Research facility (Pre-design 2009-11)
Emerging and infectious disease and food safety BSL 2 & 3.
·
Vancouver Library, 2nd floor conversion (2011-2013)
Library support for a growing campus.
·
Tri-Cities Classroom Building.
Classroom, Teaching laboratories and faculty offices.
·
Ag Research Aggregated Projects (2011-2013)
Critical infrastructure and renovation projects for Mount Vernon, Wenatchee
fruit environmental quality lab, and Puyallup renovation, and Prosser projects.
·
Riverpoint Biomedical & Health Sciences (Pre-design 2009-11)
Health Sciences research in Spokane.
State’s Commitment Three:
Statutory and Regulatory Relief
A. Renew
the institution’s
tuition-setting authority for non-resident, graduate, and professional
students
B.
Hold the institution harmless financially for regulations that add
significant costs without adding value to the state. Examples include new
storm water regulations imposed on Washington State University at Pullman by
the state Department of Ecology.
C.
Waive Higher Education Coordinating Board or other oversight of degree
proposals that consolidate existing programs to gain efficiency.
D. Support and defend WSU decisions to
eliminate or consolidate programs.
