NYSUNY 2020 Application for - THE UNIVERSITY AT BUFFALO UB 2020

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NYSUNY 2020 Application for - THE UNIVERSITY AT BUFFALO UB 2020
NYSUNY 2020
                          Application for
                       THE UNIVERSITY AT
                            BUFFALO
                             UB 2020

          How the Building of Academic
           Excellence Will Strengthen
               Western New York

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NYSUNY 2020 Application for - THE UNIVERSITY AT BUFFALO UB 2020
TABLE OF CONTENTS

          I.     Introduction                                                                                               p. 3

         II.     NYSUNY 2020 Application: Relocating the Medical School Downtown and
                 Building Faculty Strength

                 a) UB Needs a New Medical Facility to Compete Nationally                                                   p. 4
                 b) The Medical Facility Plan
                           i.     Site Location – A Private Sector Partnership                                              p. 5
                          ii.     Total Cost of the Program                                                                 p. 6
                         iii.     Financing Mechanisms                                                                      p. 7
                          iv.     MWBE Participation                                                                        p. 7
                           v.     Funding Plan for the Project                                                              p. 8
                          vi.     Affordability and Access is Critical: Financial Aid Impact                                p. 10
                         vii.     Timeline                                                                                  p. 10
                        viii.     Benefits of the Medical Facility Expansion                                                p. 11
                          ix.     The Larger Benefits of the Entire UB 2020 Next Phase                                      p. 13
                           x.     Community Support                                                                         p. 16

        III.     Conclusion                                                                                                 p. 18

       IV.       Appendix A - Overview                                                                                      p. 19
                 a) Funding and Implementation Strategy                                                                     p. 23
                           i.     The Resident Undergraduate Tuition and Fee Pricing Approach                               p. 23
                          ii.     Ensuring Affordability                                                                    p. 24
                         iii.     The Uses of Tuition Revenue                                                               p. 25
                 b) Community and Political Support for UB 2020                                                             p. 26
                 c) The Academic Strategy – Interdisciplinary Teams and Educational Capacity                                p. 26
                 d) UB 2020 Initiatives – 6 Areas of Emphasis                                                               p. 29

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NYSUNY 2020 Application for - THE UNIVERSITY AT BUFFALO UB 2020
University at Buffalo, NYSUNY 2020 Grant Program Application

                                The Next Phase of UB 2020
         How the Building of Academic Excellence Will Strength Western New York

       INTRODUCTION

               The Governor and Chancellor’s NYSUNY 2020 Challenge Grant Program (NYSUNY
       2020) was created to enhance the academic mission of the SUNY University Center campuses
       while simultaneously making them regional economic development generators. We believe that
       the University at Buffalo’s (“UB”) 2020 program has the capacity to achieve these laudable and
       desperately needed dual goals that will not only help make UB a national academic leader, but
       will also help revitalize the Western New York economy now, and for decades to come.

              Accordingly, we are submitting the next phase of the UB 2020 plan for consideration
       pursuant to the NYSUNY 2020 Challenge Grant process.

                This next phase of UB 2020 constitutes a partnership between UB and the Kaleida Health
       System to move UB’s Medical School to downtown Buffalo and significantly expands both the
       facilities and the delivery of health care services at the Buffalo Niagara Medical Campus. This
       phase of UB 2020 development will cost $375M in an overall program that will result in $655M
       in integrated Kaleida/UB facilities before it is finished. By moving the Medical School
       downtown, UB can become a full partner in what can be a world-class medical center in Western
       New York. It will bring together basic science faculty and clinicians on the same campus, all
       thinking about ways to address excessive occurrences of heart attack, stroke and cancer found in
       Western New York.

               The medical center will be able to rival the impact of similar centers in Cleveland and
       Pittsburgh, and it will bring 5,000 members of the UB School of Medicine and Biomedical
       Sciences together in downtown Buffalo. The increase in population density at the Downtown
       Campus will catalyze retail development, housing development, incubators, research parks and
       recreational facilities for this larger Downtown Campus community.

               Specifically, more than 100 additional Medical School faculty will be hired to utilize
       these facilities for research, clinical care and educational purposes. These new facilities will
       allow the UB School of Medicine and Biomedical Sciences to expand its class size from 140 to
       180 students, producing 160 more new physicians per year for Western New York by 2020.
       Medical School departments and associated clinics will hire 300 additional staff, generate
       $100M in new annual clinical income, $25M in additional annual research funding and $30M in
       new annual gift income.

             In sum, receiving a NYSUNY 2020 Challenge Grant would not only transform UB
       academic standing, it would also jumpstart Western New York’s flagging economy. We greatly

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appreciate your review of this proposal, as well as your consideration of the resources and
       capabilities needed to achieve UB 2020 goals.

                                                      The UB 2020 Goals:

              Academic Performance: UB 2020 will revolutionize academic opportunities in
              Western New by:
                 • Increasing undergraduate research opportunities 40%,
                 • Increasing the number of new courses offered by 25%, and
                 • Increasing 4 year graduation rates by 25% by 2020.

              Economic Generator: Over this decade, UB 2020 will reenergize the Western New
              York economy by:
                 • Creating nearly 3,335 new jobs,
                 • Generating over $500M in new annual revenue for the Western New York
                     economy, and
                 • Creating health care capabilities that will improve public health in Western
                     New York, and prevent the outsourcing of specialty treatments to Pittsburgh
                     or Cleveland or Minneapolis.

       NYSUNY 2020 APPLICATION: Relocating the Medical School Downtown and Building
       Faculty Strength

       UB Needs a New Medical Facility to Compete Nationally

               Today, UB’s Medical School occupies buildings on two disparate campuses. The bulk of
       UB’s Medical School is currently located in 60 year-old facilities that cannot be redesigned for
       21st century scientific research on the South Campus. These facilities have been a deterrent to
       attracting and retaining world-class Medical School faculty and are a major factor in the School’s
       underdeveloped research capacity and its inability to reach higher levels of national and
       international scholarly prominence. As important, these facilities are in the wrong location to
       form effective health organization partnerships since they are 6 miles away from the core of the
       Western New York health care delivery system in downtown Buffalo. UB seeks to help
       revitalize the downtown region by relocating our Medical School to the city-located Buffalo
       Niagara Medical Campus (“BNMC”).

                  The new medical center will be able to rival the impact of similar centers in
                  Cleveland and Pittsburgh, and will bring together 5,000 members of the UB
                      School of Medicine and Biomedical Sciences to downtown Buffalo.

              If UB renovated its existing Medical School facilities on the South Campus, it would cost
       $173M, nearly 50 percent of the cost of this new facility. If we do nothing here, we will have to
       pay that cost very soon or face a serious deterioration in the productivity of the UB Medical
       School. Even if these facilities were renovated, the resulting buildings would still have glaring

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physical limitations and a location far from our partners. Furthermore, investment in the Medical
       School’s existing facilities would have marginal economic impact, as it would hinder effective
       synergies with health-care partners in a downtown location. Our plan instead is to demolish
       these facilities and use operating cost savings to fund the similar costs to operate the downtown
       facilities.

       The Medical School Facility Plan

            •    Site Location – A Private Sector Partnership

                The optimal place for the relocated Medical School is in the Main and High Street
            precinct of the Buffalo Niagara Medical Campus, very proximate to Buffalo General
            Hospital, Roswell Park Cancer Institute, UB’s New York State Center of Excellence in
            Bioinformatics and Life Sciences, the Clinical and Translational Research Center, (“CRTC”)
            and Hauptman Woodward Medical Research Institute, in a partnership development with the
            Kaleida Health system. This location would provide a “coatless” environment for physicians
            and Medical School faculty working across clinical research and educational settings, and
            finally integrates the educational, research, and clinical programs for women’s and children’s
            health into a comprehensive medical center. We have reached a conceptual understanding
            with Kaleida about the scope of a joint development program on land that Kaleida owns.
            This land will eventually be the build site of 1.5 million square feet of educational, research
            and administrative space for UB, together with a Kaleida medical office building, a relocated
            Kaleida Women and Children’s Hospital, and parking facilities for 2,700 new students,
            faculty, staff, patients and visitors.

                                                                 FIGURE 1

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•       Total Cost of the Program

                The total cost of the first phase of this joint development program will approach $655M
            of which the UB cost for its Medical School facilities is $375M. The funding plan for the
            facility assumes that these facilities will be at least LEED gold compliant. The new School
            of Medicine and Biomedical Sciences will provide state of the art educational, research and
            administration facilities that will enable the school to provide an outstanding education to its
            students and attract leading researchers from around the world.

                                                          TABLE 1
                                            The Medical School Relocation Program

                 PROGRAM COMPONENT                                            NSF                                GSF
                ● Medical and Graduate Education                           91,400 NSF                        155,300      GSF
                ● Administrative Functions (Dean, OME,                     18,300 NSF                        31,100       GSF
                ● Basic Sciences admin/faculty/research                   117,000 NSF                       198,900       GSF
                ● Shared Research Support                                  40,000 NSF                        68,000       GSF
                ● SMBS Simulation Center                                   14,000 NSF                        23,700       GSF
                ● SMBS Library                                              6,000 NSF                        10,700       GSF
                ● Lab Animal Facility                                      12,000 NSF                        24,000       GSF
                ● Building Services                                         6,000 NSF                         8,400       GSF
                  TOTAL SQUARE FOOTAGE                                    304,700 NSF                       520,100       GSF

                                                           TABLE 2
                                               The Medical School Relocation Costs
                                                            Phase I

               Project cost assumes $610/GSF which includes Construction Costs, Soft Costs and
            FF&E. Additional costs include land acquisition, land preparation and escalation to the mid-
            point of anticipated construction.

                                 COST BREAKDOWN
                ●   Construction Cost @ $405 /GSF                                                    $208,040,000
                ●   Soft Cost (consultants fees, permits) @ 28% cost                                  $58,251,200
                ●   Funiture Fixtures and Equipment @ 23% cost                                        $47,849,200
                ●   Land Costs                                                                         $2,800,000
                ●   Escalation Costs @ 3.5% for 3 years                                               $33,060,300
                ●   Parking Garage: 1,000 spaces @ 20,000 per space                                   $20,000,000
                ●   Land Costs for Parking                                                             $2,500,000
                ●   Escalation of Parking Garage @ 3.5% for 3 year                                     $2,362,500
                    TOTAL COST PHASE I                                                               $374,863,200

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•    Financing Mechanisms

                The framework for this joint development with Kaleida and our other partners may be
            very similar to that which was created to enable the construction of UB’s Clinical and
            Translational Research Center above Kaleida’s Global Vascular Institute (“GVI”), a project
            that will finish in 2012. However, unlike that project, UB’s portion of this project will
            require multiple funding streams from both public and private sources. A key challenge will
            be to create the tools enabling these multiple sources to be available to fund the UB
            contribution to the project whether this is accomplished through new revenue bond financing
            techniques or as an extension of the SUNY Educational Facilities capital program still needs
            to be determined in conversations with SUNY, the SUCF and State government officials. All
            UB activities, and those of its involved affiliated entities, will be subject to all existing NYS
            statues related to conflict of interest. As we execute our plan, we are committed to ensure no
            conflicts of interest concerning involved parties in reality or in perception.

            •    Minority and Women Owned Business Enterprise (MWBE) Participation

                The University at Buffalo is committed to applying its varied resources to assist local
            business to grow and flourish and to increase its participation with minority and women-
            owned business enterprises. It is the university’s goal that 20% of the contracted work
            associated with the Medical School’s relocation to downtown Buffalo be awarded to MWBE
            firms (15% minority-owned and 5% women-owned). We will hire a firm specializing in the
            identification of MWBE contractors to assist in this effort and monitor our performance
            toward this goal. This is now standard practice for UB in larger scale construction projects.

                This commitment is part of a larger university initiative to ensure that UB’s entire
            procurement effort can meet or exceed SUNY standards and goals for MWBE participation.
            UB has hired a Director of Diversity in our Procurement Office and has created a team
            together to pursue several specific objectives that position the university to meet these goals:

                 o Creating an accessible highly interactive database that identifies MWBE firms by
                   commodity, status, location and historical contact.
                 o Providing internal training to facilities and procurement staff in central and
                   distributed offices to maximize awareness and methods that can enhance MWBE firm
                   engagement with university procurement processes. This includes the incorporation
                   of MWBE performance expectations in procurement staff annual performance
                   programs.
                 o Engaging in multiple external efforts to increase MWBE participation such as:
                    Helping vendors become certified by the State as MWBE vendors.
                    Offering vendor fairs and other public functions that showcase UB procurement
                       needs and opportunities for MWBE partner engagement.
                    Expanding MWBE vendor competitiveness through mentorship conducted by
                       UB’s Center for Entrepreneurial Leadership.

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•    Funding Plan for the Project

                 Capital Funds

                 If this application is successful, UB will have the first $35M available from the
                 NYSUNY 2020 Challenge Grant program for this joint downtown development project.
                 The funding plan for the full $655M program is summarized in Table 3 below.

                                            TABLE 3
                   THE JOINT KALEIDA/UB DOWNTOWN MEDICAL CENTER EXPANSION
                                         FUNDING PLAN
                                             $ in M
                                                                                                                %
                                SOURCE                                                 AMOUNT              CONTRIBUTION
                      NYSUNY 2020 Challenge Grant                                 $     35 M                    5%
                      UB State Sources                                            $    200 M                   31%
                                             1
                      Partner Sources                                             $    330 M                   50%
                        ● UB/MD Inc.
                        ● BNMC Inc.
                        ● Kaleida Health Inc.
                      UB Gift Sources                                             $      50 M                   8%
                      UB Grant Sources 2                                          $      40 M                   6%
                                                   TOTALS                          $ 655 M                    100%
                        1
                            Amounts are not final, are subject to fluctuation and cannot be made public.
                        2
                            Indirect cost recovery - UB M edical School grants.

                     For the Medical School project itself, we have developed a funding plan with multiple
                 sources. This plan includes the Governor’s Challenge Grant, UB capital sources, UB
                 operating sources, UB research indirect cost recovery income, gift income, parking
                 revenues and UB MD practice plan revenues in the proportions identified in the pie chart
                 below.

                                                       UB MEDICAL SCHOOL RELOCATION
                                                                Funding Sources

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This funding plan is an extraordinary mixture of UB identified public and private
                 funds and partner resources to build a new Medical Office Building, a new Women and
                 Children’s hospital and the phase 1 Medical School within the identified development
                 zone. This plan expects a mixture of cash in hand and funds from bond proceeds. The
                 important issues remaining to be conclusively resolved to ensure that this funding plan is
                 feasible are the following:

                     o The NYSUNY 2020 Challenge Grant – when and how funds are available and if
                       bonded funds, how will bonds be issued and by whom;
                     o UB State Sources – what capital appropriations are possible to identify; how will
                       those appropriations be made available; for UB operating funds, what is the
                       mechanism for transferring those funds to the project;
                     o Partner Sources – how will parking revenues collected on our behalf by BNMC
                       Inc. and UB|MD revenues be captured to pay debt on bonds issued against these
                       revenues; who will be the bond issuer; what will be the interest cost of those bond
                       funds;
                     o UB Gift Sources – when will gift sources need to be available and what will be
                       the mechanism for the transfer of those resources to the project;
                     o UB Grant Sources – how will UB indirect cost recovery funds collected through
                       the RF be captured to pay debt on bonds issued against these revenues; who will
                       be the bond issuer and what are the costs of these funds; and

                 Operating Budget Funds – Faculty Growth and Related Support

                     This project cannot be successful unless UB can hire faculty and staff who will
                 conduct the research, clinical education and health care delivery programs that will
                 operate in these facilities. Nor can UB ignore the opportunities and needs in other
                 program areas just to fund the Medical School’s faculty and facilities needs. The
                 Challenge Grant Program and the other sources of capital funding cannot pay these
                 salaries.

                   This project cannot be successful unless UB can hire faculty and staff who will
                  conduct the research, clinical education and health care delivery programs that
                                           will operate in these facilities.

                      UB will benefit from decisions made by SUNY and NYS Government that enable
                 tuition and fee increases across all programs over the next five years that would enable
                 the full implementation of a faculty and staff growth strategy populating these new
                 Medical School facilities and building faculty strength across the university. This will
                 enable UB and the region to realize the concurrent benefits of superior academic
                 performance inside UB, significant economic impact for the region surrounding UB and
                 the emergence of a world-class academic medical center in the heart of downtown
                 Buffalo. The table below (Table 4) identifies the expected revenue from these tuition and
                 fee increases and the way these funds will be spent to achieve next phase UB 2020 goals.

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TABLE 4
                                                                UB 2020 Funding Plan
                                                                  2011/12 – 2015/16
                                                          SUNY 2020 Tuition and Fee Increases
                                                                                     $ in M
                                                              1 1 /1 2        1 2/1 3         1 3/1 4      1 4/1 5         1 5/1 6         T otal
        Revenue                                                 $1 7 .2         $1 8.3         $1 9.4        $20.6          $21 .9         $97 .5
          T uition Revenue                                       $1 5.4         $1 6.5         $1 7.6         $1 8.8         $20.1          $88.4
          Fee Revenue                                             $1 .8           $1 .8          $1 .8         $1 .8           $1 .8         $9.1

        Expenses                                                $1 7 .3         $1 8.4         $1 9.2        $20.6          $22.1          $97 .6
          Ladder Faculty S alaries                                $5.6            $5.8          $5.9           $6.2            $6.5         $30.0
          S upport Costs                                          $6.8            $7.0           $7.1          $7.5            $7.9         $36.3
          S tart Up Costs                                         $2.0            $2.0           $2.1          $2.2            $2.3         $1 0.5
          Need- Based Aid                                         $1 .5           $1 .6          $1 .7         $1 .8           $1 .9         $8.3
          Escalation                                              $0.5            $1 .0          $1 .5         $2.0            $2.6          $7.5
          Debt for Medical S chool Building
                                                                  $1 .0           $1 .0         $1 .0          $1 .0           $1 .0         $5.0
            (MD S tudent T uition Only)

        Faculty FT E Growth                                          56              58            59             62              65          300

        A ssu m pt io n s:
          1 . State will no t c ut 1 0 / 1 1 b udge t thro ugho ut and State will fund mandate d c o sts, fringe e q ual to the c o sts.
          2 . Ladde r fac ulty salary c o st o f $ 1 0 0 ,0 0 0 pe r ne w fac ulty FTE.
          3 . Suppo rt c o sts o f appro x imate ly $ 1 2 0 ,0 0 0 pe r ne w fac ulty FTE.
          4. Start Up c o sts o f $ 3 5 ,0 0 0 pe r ne w fac ulty FTE.
          5 . TUI TI ON: 2 5 % o f unde rgraduate re side nt tuitio n re v e nue allo c ate d fo r Ne e d-Base d A id. FEE: 0 % o f
          unde rgraduate re side nt tuitio n re v e nue allo c ate d fo r Ne e d-Base d A id.
          6. Esc alatio n fac to r o f 3 %.

                      At the end of the next five years, this tuition and fee policy will enable UB to add 100
                  Medical School faculty and 300 Medical School support and clinical staff to occupy the
                  new downtown facilities and another 170 faculty and 300 staff across the university to
                  achieve UB 2020 academic objectives and economic impact. UB expects that over 30%
                  of these faculty hires will come from diverse and underrepresented groups and that
                  overall representation from diverse backgrounds in the faculty ranks will increase from
                  20-25% during these five years with an increase from 6-8% of the total faculty coming
                  from Black, Hispanic or Native American backgrounds. The details of the rationale for
                  this tuition increase, the spending plan, the hiring strategy and the larger impacts of this
                  proposed tuition funding approach are described in greater detail in Appendix A.

            •     Affordability and Access is Critical: Financial Aid Impact

                 UB is dedicated to ensuring access to our educational programs for all qualified students
            as a core principle. With this principle in mind, UB is prepared to set aside up to 25% of the
            revenue from undergraduate tuition increases during this period for need-based financial aid
            program. UB will commit to provide the higher award offered by the HESC tuition credit
            method specified in the NYSUNY 2020 legislation or the UB Aid program net of Pell award
            increases that will also come to students as UB’s tuition increases. The UB Aid program
            limits tuition and fee price increases for students from families whose adjusted gross income
            is less than $75K in the following manner:

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TABLE 5
                                                 A NEED-BASED AID PROGRAM

                             AGI GROUP                                         BENEFIT
                       ●       $0 - $40K --             100%     relief from tuition price increases through 2016
                       ●      $40 - $60K --              85%     relief from tuition price increases through 2016
                       ●      $60 - $70K --              65%     relief from tuition price increases through 2016
                       ●      $70 - $75K --              50%     relief from tuition price increases through 2016

            This need-based aid strategy will extend the foundation of New York State’s important and
            generous Tuition Assistance Program (TAP) which provides the second greatest amount of
            state funded tuition assistance per student in the country. This aid strategy will ensure that
            qualified students from all backgrounds can attend UB as we implement our UB 2020 plan.

                UB is committed to affordable college education. Therefore, UB will reinvest a
                 substantial portion of tuition increase revenue into aid to students from low-
                                                 income families.

            •    Timeline

                With approval of this application and the tuition policy changes suggested above and in
            the attached appendix, UB would begin the parallel paths of planning the Medical School
            facilities together with Kaleida and initiating the process of hiring Medical School and other
            faculty pursuant to the larger UB 2020 plan.

                                             FIGURE 2
                             MEDICAL SCHOOL AND UB 2020 HIRING TIMELINES

                      Date           Capital Project Milestones                      Medicine Hires          UB 2020 Hires
                By 9/1/2011         Final Site Development Plan                                -                      -
                By 7/1/2012         Design Complete                                           20                     48
                By 7/1/2014         Construction (Mid-point)                                  60                    152
                By 7/1/2016         Construction (Complete)                                  100                    269

            •    The Benefits of the Medical Facility Expansion

                The goal UB shares with Kaleida, Roswell Park Cancer Institute and our other health care
            partners is to establish a world-class academic medical center similar to those found in other
            major cities around the country (e.g., Pittsburgh, Cleveland, Minneapolis). This is Buffalo’s
            best chance for revitalization, its best opportunity to become a great city again. Today, the
            health care community is fragmented and divided and lacking in expertise in so many areas.
            The physical connection of Buffalo General Hospital, Roswell Park Cancer Institute, Women

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and Children’s Hospital, and the UB School of Medicine and Biomedical Sciences together
            with the expansion of UB Medical School faculty is the antidote to this deficient regional
            health care situation. These partner institutions will together create environments that will
            produce more and better care, new forms of care, new methods of preventing the need for
            care and an economy driven by the business of care that can lift the entire region. Here are
            the benefits for UB as an academic institution, for the economy of the Western New York
            region and for the community we all help to make better.

                 Academic Benefits – UB Medical Education and Research

                 o An influx of 100 faculty in key specialty areas of research and care. These new
                   faculty will fill gaps in clinical specialty areas for the region and contribute to new
                   forms of clinical research.
                    Nephrology, especially expertise in renal transplant
                    Gastroenterology, especially experts in hepato-biliary diseases
                    Radiology
                    Adult Rheumatology
                    Pediatric Rheumatology
                    Adult Cardiac Surgery, especially minimally invasive approaches to valvular
                       heart disease and atrial fibrillation
                    Pediatric Cardiology
                    Adult Cardiology
                    Neurology, especially experts in epilepsy, Parkinson’s disease, sleep and memory
                       disorders
                    Obstetrics and Gynecology
                    Dermatology
                    Pathology, especially expertise in molecular diagnostic testing for clinical care
                    Pharmacology and Toxicology
                    Family and General Medicine, especially expertise in wellness and preventive
                       medicine

                 o The growth in the entry Medical School cohort by 40 per year will result in the
                   training of 160 additional physicians, 29% growth by the Medical School per year by
                   2020.

                 o At least 20 new physician clinical specialty care areas will become available in
                   Western New York for UB medical students. Many of these students will practice in
                   the region in these specialty areas after completing their studies.

                 o Excellent, state-of-the-art education facilities and resources for world class medical
                   education.

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Economic Benefits

                   o Western New York becomes a destination for many more forms of clinical care rather
                     than referring patient to other medical centers (Pittsburgh and Cleveland) – income
                     and patients come and stay in Western New York.

                   o More forms of care and more faculty working together from basic science and clinical
                     care perspectives yield more forms of annual income growth:

                       $25M 1 in research income growth per year (60% of 2009 levels)
                        
                        
                       $100M in patient income growth per year (66% of 2009 levels)
                        
                       $20M in Medical School gift income growth per year (133% of 2009 levels)
                        
                       Based on analyses performed by Tripp Umbach for the American Association of
                       Medical Colleges (AAMC) and subsequently for the Association of Medical
                       Schools of New York:
                       - $1 out of every $13 in New York State’s economy is related to an Academic
                            Health Center
                       - $1 in every $14 in taxes is generated from an Academic Health Center
                       - Each $1 in federal/New York State research funding returns $7.50 to New
                            York State
                   o More research and clinical income yield more jobs

                            100 faculty
                            150 staff supporting faculty and medical education
                            150 clinic jobs (technicians, assistants, nurses, etc.)
                            725 jobs in the region associated with research income growth

                   o More focused research capacity directed to new health care techniques yields more
                     intellectual property. The larger the community of inventors the more inventions and
                     the spin-off consequences of those inventions for licensing and forming of new
                     businesses.

                   o The building of the UB Medical School facilities alone will create 1665 new
                     construction jobs in Western New York over the next 5 years.

                   Community Benefits

                   o Downtown Buffalo becomes a destination for our region and for others seeking
                     specialty care in the city.

                   o A more extensive, integrated, and focused medical center is directing its multiple
                     capacities to the severe heart attack, cancer and stroke death rates of this region. The

1
    $250K per researcher, an expected standard in medical research

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goal of this initiative is to create the means to reduce those rates below the national
                     average within the next 10-20 years.

                                              FIGURE 3
                        DEATH RATES IN ERIE COUNTY, NEW YORK STATE AND USA

            •    The Larger Benefits of the Entire UB 2020 Next Phase

                     The overriding intent of UB 2020 is to build a great research university in Western
                 New York. If we can achieve this goal, UB will become a magnet for talent, capital, and
                 ideas. These ideas have academic merit and create economic impact. The 6 teams of
                 faculty we are building through this proposal will help UB become much more of a
                 regional knowledge hub. Our university faculty will take a leadership role in ensuring
                 public and private collaborations in developing and executing a regional economic plan
                 that addresses the weaknesses in Western New York’s general business environment.

                     A region’s competitiveness is determined by how productively it uses its human,
                 capital and natural resources. The key is that the region builds the most productive
                 environment for companies and other entities operating there. Universities like UB, with
                 this UB 2020 program can engineer that productive environment in multiple ways:

                 As a Leading National University Expert in High-Impact Interdisciplinary Fields of
                 Inquiry

                     By 2017, UB will have formidable intellectual teams in place in each of these 6
                 interdisciplinary areas. We expect to seek national center designation in all of these
                 areas, with success in at least 2 of them. In each of these areas, the faculty will work as a
                 group, across school and discipline lines, pursuant to a larger scale plan for the respective
                 area. As advisors for, and network builders involving business, industry and government
                 leaders, these faculty will channel expertise to collaborating organizations throughout the
                 region. And (with the Buffalo Translational Consortium as the best example), faculty in
                 each area will facilitate the formation and operation of networks of business and other
                 leaders, all working to build regional capacity for business development and reputation
                 for effectiveness in responding to the financial opportunities and societal challenges in
                 each of these areas.

                 As a Top SUNY and National Performer in Undergraduate/Student Success Measures

                 o Increase the percentage of courses taught by full-time faculty from 66% to 85%.

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o Increase the number of undergraduate course sections available to students by 1,000,
                   nearly 75% of the total offered today.
                 o Enable UB to greatly expand the number of undergraduate research and learning
                   academy experiences available to students by 40%.
                 o Improve the 4 year graduation rate from 42% to 50% by 2016 and the 6 year
                   graduation rate from 63% to 75% by 2020.
                 o Reduce course section size from an average of 40 per undergraduate section to 30 by
                   2016.

                 As an Employer

                     Recruiting and training job seekers from local labor pools, thereby improving the
                 lives of local residents and meeting their demand for labor. The UB 2020 plan will
                 produce nearly 3,335 full-time jobs in the region by 2016.

                     o 975 new jobs at UB (faculty and staff hired under this initiative)
                        300 faculty,
                        675 support staff for clinic, research sales/service growth and to support
                           faculty teaching and research.
                     o 2,160 new indirect jobs in the region resulting from research growth (based on
                       studies conducted by the U.S. Department of Commerce cited in the University of
                       Pittsburgh Economic Impact study estimating that 36 jobs are created in the
                       region for every $1M in new research and development expenditures).
                     o 200 jobs in 10 start up companies developed by 2016.
                     o 3,335 total new jobs created by 2016.

                 As a Purchaser and Driver of Economic Impact

                   By 2016, UB’s plan will produce more than $500M in annual spending growth for the
                 Western New York region:

                     o    $98M in annual direct operating funds
                     o    $60M in annual research funds (an average of $200K per faculty hire)
                     o    $100M in annual clinic income (an average of $200K per clinician)
                     o    $8M in new patent and licensing income
                     o    $30M in annual gift income
                     o    $200M in new endowment income producing $10M in new annual investment
                          return (UB will be launching a $500M+ capital campaign during this period)
                     o    $22M in annual sales and service income
                     o    $328M in total new annual UB expenditures in the region
                     o    $190M in indirect spending in Erie County from employees spending in the
                          region resulting from their employment at UB (based on the Economic Impact
                          Study conducted at the University of Pittsburgh, suggesting that every $1 spent by
                          the university is estimated to generate an additional 58 cents in spending in their
                          surrounding county).
                     o    $518M in total new spending for the region.

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As a Consumer of Design and Construction Services

                      As research universities have expanded their need for facilities, that development can
                 serve as an anchor for local and regional revitalization, particularly in areas that may
                 initially be too risky for the private sector. With the right blend of public and private
                 money in the local community, this development can produce a win-win strategy that can
                 transform communities and benefit its local institutions at the same time. The UB 2020
                 Phase 1 plan proposes the relocation of UB’s Medical School in tandem with Kaleida
                 Health’s Women and Children’s Hospital, to create a Main Street address that will serve
                 as the “crown jewel” of the Buffalo Niagara Medical Campus.

                     This public/private partnership will result in facilities development that brings most
                 of the key partners in Western New York fully together at the BNMC, producing as many
                 as 1,665 new construction jobs from UB’s development only by the end of Phase 1 in
                 2015. Downtown Buffalo can again become a residential and recreational destination, as
                 in the early to mid 20th century. The consolidation of these facilities brings 5,000 UB
                 faculty, staff and students together with 1,185 FTE new patients, 9,165 new ambulatory
                 visits and 105,000 new clinic lab visits coming to the new Children’s Hospital locating to
                 this campus. These staff, student, patients and visitors will drive multiple millions of
                 dollars of retail revenue for this area of the city and should spark greater demand for
                 downtown housing.

                 As Advisor and Network Builder

                     In each of the 6 areas, UB will devise programs and collaborations that channel
                 faculty and student know-how to benefit businesses and industry and government
                 partners. UB will seek national center recognition in each of these research areas which
                 will involve the organization of national programs and forums for information and idea
                 exchange. In addition, UB will organize local programs and networks for information
                 exchange with public and private sector partners in the Western New York region. Two
                 examples of these regional networks are the Buffalo Translational Consortium and the
                 Water Futures Institute, described later in this plan.

                 As Technology Transformer and Incubator

                     UB will soon be operating two incubator facilities: one near the North Campus, the
                 other on the 5th floor of the Clinical Translational Research Center (CTRC) in downtown
                 Buffalo. Over the past 25 years, more than 200 companies have partnered with UB,
                 nearly half of whom have been incubated in UB facilities. More than 75% of these
                 companies have maintained long-term residence in New York State, employing 3,200
                 people in long-term positions and paying salaries about $20K over the region’s average
                 for full-time employees. UB expects to hire a significant number of faculty who will
                 bring ideas that lend themselves to commercial application in one form or another. This
                 will produce new start-up companies. The UB goal is the creation of an additional 10
                 companies 2016, employing 150-200 additional persons in the region. Faculty

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intellectual property also produces licensable technologies that return funds to the
                 inventor and the university. UB expects to see a growth of up to $8M in new annual
                 licensing income conservatively by 2016. The presence of entrepreneurial human capital,
                 many small firms (tech transfer) and a highly skilled workforce (education), drives
                 growth in labor demand (Cities, Skills, and Regional Change by Glasser et al. 2011).
                 With synergies created between clinicians and basic scientists in the relocation of the UB
                 Medical School downtown, these estimates may be conservative.

                 As an Engaged Partner in the Emerging Downtown Academic Medical Center

                    The downtown UB academic medical center could become one of the country’s most
                 innovative and productive consortiums of health care focused institutions. The center’s
                 combined mission brings together in one physical location the training of tomorrow’s
                 health care specialists, groundbreaking research that will advance understanding of the
                 causes and treatments of disease and the delivery of outstanding patient care. With its
                 hospitals, an extensive network of physicians and a broad scope of diversified capabilities
                 now integrated with UB’s Medical School, this Buffalo academic medical center can
                 become an extraordinary economic engine for the region.

            •    Community Support

                The relocation of the Medical School to the downtown Buffalo Niagara Medical Campus
            has been a core element of the UB 2020 program from its inception. It is a critical strategic
            priority and an indispensable need if UB is to become a great university. It is perhaps one of
            the two or three defining aspects of the UB 2020 vision. The energy and excitement
            generated in our community through the UB Believers group, the internal UB community,
            the Western New York legislative delegation, representatives from all walks of business and
            industry, demonstrates the central place of the Medical School relocation plan in the UB
            2020 initiative.

                 Within this larger community expression of support, the UB Medical School relocation
            plan has the critical support of the Kaleida Health system, Roswell Park Cancer Institute, and
            the Hauptman Woodward Medical Research Institute. Perhaps most notably, this plan has
            the strong support of the physicians at the Women and Children’s Hospital. The integration
            of the UB Medical School with Women and Children’s Hospital and the Buffalo General
            Hospital strengthens the education and clinical care functions of each of these institutions.
            For many years, Buffalo and Western New York have lacked the capacity to serve the more
            acute care needs of our children; notable service gaps exist in pediatric cardiology,
            rheumatology, dermatology, and pathology. Very recently, Governor Cuomo received a
            letter from Dr. Michael Caty, chair of the physician led group planning the relocation of
            Women and Children’s Hospital to the Buffalo Niagara Medical Campus, expressing support
            for this plan. In conversations with UB leadership, Dr. Caty has indicated that the decision to
            proceed with the Medical School relocation is a “tipping point” for the coming together of a
            world class academic medical center in Buffalo.

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The region is highly supportive of our plan. Perhaps the most notable concluding
            sentiments to express are those from Buffalo Mayor Byron W. Brown who believes that this
            UB 2020 initiative has the potential to transform downtown Buffalo, and from Erie County
            Executive Chris Collins who finds in UB’s plan the opportunity to serve and advance
            populations who have been left behind. The all-too-visible health care challenges of Western
            New York deserve this response.

        CONCLUSION

            A region’s research university can harbor large, often untapped revitalization capability, and
       has the potential to partner with government, businesses and community organizations to fuel
       economic growth. UB is just that university in Western New York. The Governor is urging UB
       and the other SUNY research universities to contribute our leadership, energy and vision to the
       building of a sustained, multifaceted campaign to enhance regional prosperity. By leveraging the
       Governor’s capital investment by a factor of ten and creating additional robust economic impact,
       it is clear this is the right strategy for New York State now – and UB is prepared to do its part.

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NYSUNY 2020
                          Application for
                       THE UNIVERSITY AT
                            BUFFALO
                             UB 2020

                     Appendix A
             General Overview of the UB
                      2020 Plan
            Innovation. Revitalization. Job
                      Creation.
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APPENDIX A
                                   GENERAL OVERVIEW OF THE UB 2020 PLAN
                                      Innovation. Revitalization. Job Creation.

              The overriding intent of UB 2020 is to build a great research university in Western New
       York. If we can achieve this goal, UB will become a magnet for talent, capital, and ideas. These
       ideas have academic merit and create economic impact. The 6 teams of faculty we are building
       through this proposal will help UB become much more of a regional knowledge hub. Our
       university faculty will take a leadership role in ensuring public and private collaborations in
       developing and executing a regional economic plan that addresses the weaknesses in Western
       New York’s general business environment.

              A region’s competitiveness is determined by how productively it uses its human, capital
       and natural resources. The key is that the region builds the most productive environment for
       companies and other entities operating there. Universities like UB, with this UB 2020 program
       can engineer that productive environment in multiple ways:

       As a Leading National University Expert in High-Impact Interdisciplinary Fields of Inquiry

               By 2017, UB will have formidable intellectual teams in place in each of these 6
       interdisciplinary areas. We expect to seek national center designation in all of these areas, with
       success in at least 2 of them. In each of these areas, the faculty will work as a group, across
       school and discipline lines, pursuant to a larger scale plan for the respective area. As advisors
       for, and network builders involving business, industry and government leaders, these faculty will
       channel expertise to collaborating organizations throughout the region. And (with the Buffalo
       Translational Consortium as the best example), faculty in each area will facilitate the formation
       and operation of networks of business and other leaders, all working to build regional capacity
       for business development and reputation for effectiveness in responding to the financial
       opportunities and societal challenges in each of these areas.

       As a Top SUNY and National Performer in Undergraduate/Student Success Measures

            •    Increase the percentage of courses taught by full-time faculty from 66% to 85%.
            •    Increase the number of undergraduate course sections available to students by 1,000,
                 nearly 75% of the total offered today.
            •    Enable UB to greatly expand the number of undergraduate research and learning
                 academy experiences available to students by 40%.
            •    Improve the 4 year graduation rate from 42% to 50% by 2016 and the 6 year graduation
                 rate from 63% to 75% by 2020.
            •    Reduce course section size from an average of 40 per undergraduate section to 30 by
                 2016.

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As an Employer

               Recruiting and training job seekers from local labor pools, thereby improving the lives of
       local residents and meeting their demand for labor. The UB 2020 plan will produce nearly 3,335
       full-time jobs in the region by 2016.

            •    975 new jobs at UB (faculty and staff hired under this initiative)
                 o 300 faculty,
                 o 675 support staff for clinic, research sales/service growth and to support faculty
                     teaching and research.
            •    2,160 new indirect jobs in the region resulting from research growth (based on studies
                 conducted by the U.S. Department of Commerce cited in the University of Pittsburgh
                 Economic Impact study estimating that 36 jobs are created in the region for every $1M in
                 new research and development expenditures).
            •    200 jobs in 10 start up companies developed by 2016.
            •    3,335 total new jobs created by 2016.

       As a Purchaser and Driver of Economic Impact

             By 2016, UB’s plan will produce more than $500M in annual spending growth for the
       Western New York region:

            •    $98M in annual direct operating funds
            •    $60M in annual research funds (an average of $200K per faculty hire)
            •    $100M in annual clinic income (an average of $200K per clinician)
            •    $8M in new patent and licensing income
            •    $30M in annual gift income
            •    $200M in new endowment income producing $10M in new annual investment return (UB
                 will be launching a $500M+ capital campaign during this period)
            •    $22M in annual sales and service income
            •    $328M in total new annual UB expenditures in the region
            •    $190M in indirect spending in Erie County from employees spending in the region
                 resulting from their employment at UB (based on the Economic Impact Study conducted
                 at the University of Pittsburgh, suggesting that every $1 spent by the university is
                 estimated to generate an additional 58 cents in spending in their surrounding county).
            •    $518M in total new spending for the region.

       As a Consumer of Design and Construction Services

               As research universities have expanded their need for facilities, that development can
       serve as an anchor for local and regional revitalization, particularly in areas that may initially be
       too risky for the private sector. With the right blend of public and private money in the local
       community, this development can produce a win-win strategy that can transform communities
       and benefit its local institutions at the same time. The UB 2020 Phase 1 plan proposes the
       relocation of UB’s Medical School in tandem with Kaleida Health’s Women and Children’s

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Hospital, to create a Main Street address that will serve as the “crown jewel” of the Buffalo
       Niagara Medical Campus.

               This public/private partnership will result in facilities development that brings most of the
       key partners in Western New York fully together at the BNMC, producing as many as 1,665 new
       construction jobs from UB’s development only by the end of Phase 1 in 2015. Downtown
       Buffalo can again become a residential and recreational destination, as in the early to mid 20th
       century. The consolidation of these facilities brings 5,000 UB faculty, staff and students together
       with 1,185 FTE new patients, 9,165 new ambulatory visits and 105,000 new clinic lab visits
       coming to the new Children’s Hospital locating to this campus. These staff, student, patients and
       visitors will drive multiple millions of dollars of retail revenue for this area of the city and should
       spark greater demand for downtown housing.

       As Advisor and Network Builder

               In each of the 6 areas, UB will devise programs and collaborations that channel faculty
       and student know-how to benefit businesses and industry and government partners. UB will
       seek national center recognition in each of these research areas which will involve the
       organization of national programs and forums for information and idea exchange. In addition,
       UB will organize local programs and networks for information exchange with public and private
       sector partners in the Western New York region. Two examples of these regional networks are
       the Buffalo Translational Consortium and the Water Futures Institute, described later in this plan.

       As Technology Transformer and Incubator

               UB will soon be operating two incubator facilities: one near the North Campus, the other
       on the 5th floor of the Clinical Translational Research Center (CTRC) in downtown Buffalo.
       Over the past 25 years, more than 200 companies have partnered with UB, nearly half of whom
       have been incubated in UB facilities. More than 75% of these companies have maintained long-
       term residence in New York State, employing 3,200 people in long-term positions and paying
       salaries about $20K over the region’s average for full-time employees. UB expects to hire a
       significant number of faculty who will bring ideas that lend themselves to commercial
       application in one form or another. This will produce new start-up companies. The UB goal is
       the creation of an additional 10 companies 2016, employing 150-200 additional persons in the
       region. Faculty intellectual property also produces licensable technologies that return funds to
       the inventor and the university. UB expects to see a growth of up to $8M in new annual
       licensing income conservatively by 2016. The presence of entrepreneurial human capital, many
       small firms (tech transfer) and a highly skilled workforce (education), drives growth in labor
       demand (Cities, Skills, and Regional Change by Glasser et al. 2011). With synergies created
       between clinicians and basic scientists in the relocation of the UB Medical School downtown,
       these estimates may be conservative.

       As an Engaged Partner in the Emerging Downtown Academic Medical Center

              The downtown UB academic medical center could become one of the country’s most
       innovative and productive consortiums of health care focused institutions. The center’s

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combined mission brings together in one physical location the training of tomorrow’s health care
       specialists, groundbreaking research that will advance understanding of the causes and
       treatments of disease and the delivery of outstanding patient care. With its hospitals, an
       extensive network of physicians and a broad scope of diversified capabilities now integrated with
       UB’s Medical School, this Buffalo academic medical center can become an extraordinary
       economic engine for the region.

       FUNDING AND IMPLEMENTATION STRATEGY – TOOLS AND PARTNERSHIPS

               The implementation of this plan is dependent upon UB’s ability to increase tuition and
       fees to fund the plan and to enter into new forms of partnership that are currently challenging to
       establish within New York State’s current regulatory and legal framework. It is our expectation
       that we would begin on parallel tracks to hire faculty at the 50+ pace per year and work with the
       Kaleida Health system in planning the Medical School relocation. There are four enabling
       conditions we must be sure of as we begin: 1) the ability to charge, and receive the appropriation
       from, a 5% base tuition increase for resident undergraduates over 5 year phases; 2) The
       assurance that non-resident, graduate and professional tuition rates will be increased at similar
       levels to the 11/12 increases over the next 5 years; 3) the ability to charge an Academic
       Excellence and Success Fee of $75 growing to $375 by year 5 for every student enrolled at UB;
       and 4) the ability to have bonds issued against a credible business plan.

       The Resident Undergraduate Tuition and Fee Pricing Approach

               The UB 2020 plan through 2016 depends in large measure on the implementation of
       tuition and fee increases over the next 5 years.

               When we examine peer institution tuition rates, we find that UB is at the very low end of
       the range as Figure 3 below indicates.

                                                                                           FIGURE 3
                     $18,000                         UG Resident Tuition and Fees
                     $16,000                 #1 Penn State - $15,250

                     $14,000
                     $12,000                                                                 #17 Purdue - $9,070

                     $10,000
                                                                                                                   #31 UB - $7,136
                      $8,000                                                                                                UB

                      $6,000
                      $4,000
                      $2,000
                               $0
                       Source: Association of American Universities Data Exchange, 2010.

             We have also reviewed the history of tuition in areas since 1990 in SUNY and in public
       AAU institutions (see Figure A). But, what is striking is the fact that increases have averaged
       6.7% over this period, although implemented in an unplanned and haphazard manner. UB and
       SUNY tuition and fee plan suggests price increases similar to the nearly 7% average increase of

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the past 20 years. Also, AAU tuition levels have grown since 1980 at nearly 8% across the
       country suggesting that an increase of 8% consistent with both SUNY and national practice over
       a long period of time.

                                                               FIGURE 4

       Ensuring Affordability

           UB is dedicated to ensuring equitable access to educational excellence as a core principle of
       our mission as a public research university. Growing our resource base is critical to enabling us
       to fulfill this commitment. With this principle in mind, UB is committed to reinvesting a
       substantial portion of tuition increase revenue into aid to students from low-income
       families. UB will set aside up to 25% of the revenue from undergraduate tuition and fee
       increases during this period for the implementation of a need-based financial aid program that
       leverages the existing TAP system. This program will limit “net” tuition and fee price increases
       for students from families whose adjusted gross income is less than $75K. Figure 5 below
       compares New York State TAP per student awards with those of other states and the national
       average. This need-based supplement plus the TAP base will ensure that qualified students from
       all backgrounds can afford to attend UB as we implement our UB 2020 plan.

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FIGURE 5

       The Uses of Tuition Revenue

               Table 3 below identifies the expected revenue from these increases in student tuition and
       fee rates and the costs that will be funded by these increases.

                                                          TABLE 3
                                                     UB 2020 Funding Plan
                                                       2011/12 – 2015/16
                                               SUNY 2020 Tuition and Fee Increases
                                                                       $ in M

                                                      1 1 /1 2        1 2/1 3        1 3/1 4       1 4/1 5         1 5/1 6         T otal
Revenue                                                 $1 7 .2         $1 8.3        $1 9.4         $20.6          $21 .9         $97 .5
  T uition Revenue                                       $1 5.4         $1 6.5        $1 7.6          $1 8.8         $20.1          $88.4
  Fee Revenue                                             $1 .8           $1 .8         $1 .8          $1 .8           $1 .8         $9.1

Expenses                                                $1 7 .3         $1 8.4        $1 9.2         $20.6          $22.1          $97 .6
  Ladder Faculty S alaries                                $5.6            $5.8          $5.9           $6.2            $6.5         $30.0
  S upport Costs                                          $6.8            $7.0          $7.1           $7.5            $7.9         $36.3
  S tart Up Costs                                         $2.0            $2.0          $2.1           $2.2            $2.3         $1 0.5
  Need- Based Aid                                         $1 .5           $1 .6         $1 .7          $1 .8           $1 .9         $8.3
  Escalation                                              $0.5            $1 .0         $1 .5          $2.0            $2.6          $7.5
  Debt for Medical S chool Building
                                                          $1 .0           $1 .0         $1 .0          $1 .0           $1 .0         $5.0
    (MD S tudent T uition Only)

Faculty FT E Growth                                          56              58            59             62              65          300

A ssu m pt io n s:
  1 . State will no t c ut 1 0 / 1 1 b udge t thro ugho ut and State will fund mandate d c o sts, fringe e q ual to the c o sts.
  2 . Ladde r fac ulty salary c o st o f $ 1 0 0 ,0 0 0 pe r ne w fac ulty FTE.
  3 . Suppo rt c o sts o f appro x imate ly $ 1 2 0 ,0 0 0 pe r ne w fac ulty FTE.
  4. Start Up c o sts o f $ 3 5 ,0 0 0 pe r ne w fac ulty FTE.
  5 . TUI TI ON: 2 5 % o f unde rgraduate re side nt tuitio n re v e nue allo c ate d fo r Ne e d-Base d A id. FEE: 0 % o f
  unde rgraduate re side nt tuitio n re v e nue allo c ate d fo r Ne e d-Base d A id.
  6. Esc alatio n fac to r o f 3 %.

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Beyond the hiring of faculty and the funding of support costs, a significant expense
       covered by tuition and fees is in the funding of the need-based aid program that ensures
       affordability for all full resident New York State undergraduate students from lower to middle
       income groups.

       COMMUNITY AND POLITICAL SUPPORT FOR UB 2020

              The energy and excitement behind the vision for UB 2020 led to the creation of UB
       Believers, an opt-in grass roots advocacy group, comprised of people from across the state of
       New York, whose numbers swelled to nearly 10,000 active members in 2 short years.

               As would be expected, the UB Council, Foundation and Alumni Association,
       representing individuals from all walks of life (including prominent business people, attorneys
       and community leaders), have voiced their strong support of UB 2020. The University at
       Buffalo Professional Staff Senate and Faculty Senate are on record supporting UB 2020. The
       Western New York State Delegation unanimously supports the promise of UB 2020. The
       Western New York federal delegation has not only expressed their vocal support for UB 2020,
       but has also sponsored appropriation requests to help achieve several of the individual projects
       that comprise the plan. Mayor Brown has publicly expressed his strong support of UB 2020 and
       how it has the potential to transform the City of Buffalo; providing opportunity for populations
       that have been left behind. County Executive Chris Collins has been a proponent of UB 2020,
       going so far as to feature it in his strategic plan for the revival of Erie County; “Road to a Bright
       Future.”

              The largest business organizations in Western New York, the Buffalo Niagara
       Partnership and the Amherst Chamber of Commerce, representing thousands of members
       businesses and individuals in Erie and Niagara Counties have endorsed and worked on behalf of
       UB 2020. Faith-based organizations such as the Jeremiah Partnership and the Baptist Ministries
       Conference of Western New York, representing the most prominent African American churches
       in Buffalo, have strongly endorsed the concept of UB 2020. The Buffalo Building and trades
       Council have not only endorsed the idea behind UB 2020, but have actively campaigned in
       Albany for its passage.

              The Western New York community is strongly unified in its desire to see the University
       at Buffalo, UB 2020 plan become a reality.

       THE ACADEMIC STRATEGY – INTERDISCIPLINARY TEAMS AND
       EDUCATIONAL CAPACITY

               These requests are made to advance the next phase of UB2020. The UB2020 plan is
       conceived on the proposition that UB can build an extraordinary academic environment for
       education, scholarship and invention while helping our region recover from being the 3rd poorest
       in the nation and position itself for future economic growth at the same time. The recipe for
       excellence is simple – hire great faculty and give them the support infrastructures they need to
       express their full potential in two important reinforcing activities.

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