October 2019Town Hall Information Session: Strategic Mandate Agreement Planning

Introduction

• Overview of our institutional operating revenue • Strategic Mandate Agreement (SMA)• Alignment of SMA with our strategic priorities and

activities to support success• Diversification of our revenues

UWindsor Operating Revenue, 2019/20

Tuition & Fees -- from students

Core Operating, Differentiation and other grants –from government

Student Academic

Fees, 63.5%

Other Income

1%

Government Grants, 34.7%

Investment Income,

• Total Operating Revenue (2019/20 est.) = $291.1 M

• Government Grants (2019/20 est.) = $90 M

• Does not include research revenues

UWindsor Operating Revenue, 2019/20

Student Fees, 63.5%

Other Income

1%

Gov’t Grants, 34.7%

Investment Income 1%

84%

16%$14 M

$76M

Beginning next year, MCU has changed approach to SMA…

Core Operating GrantEnrolment based, domestic focus

Differentiation GrantMoving towards performance-based

• Governed by negotiated, multi-year Strategic Mandate Agreement

• Differs by institution

Strategic Mandate Agreements• Ontario’s post-secondary accountability framework focusing on

government’s objectives and priorities– First established 2011 --- SMA1 → SMA2 → SMA3

• Describes performance-based funding mechanism and enrolment-related funding

• Defines metrics and targets associated with this performance-based funding

• This is all outside of the 10% domestic tuition reduction and two-year tuition freeze:– 10% tuition reduction = $10 M ‘base’– Two-year freeze represents $3.3 M per year = $6.6 M ‘base’

SMA3 Bilateral NegotiationsEach Ontario post-secondary institution negotiates with MCU:

– Enrolment corridor (domestic enrolments funded at UWindsor)

– Specifics of performance-based funding metrics

– Initial bilateral UWindsor meeting in late November 2019

Ontario Ministry of Collegesand Universities

SMA2 (2017-20) SMA 3 (2020-25)

SMA 2 (3 yrs)• Envelope for performance-based funding

established (16%) but no funding at risk SMA2

• Accountability, metrics, and targets developed jointly and piloted for future use in SMA3

• University sets most metrics and targets • Separate funding for graduate expansion

and negotiated growth targets

SMA 3 (5 yrs) • No new funding: enrolment-based

funding declines as performance-based increases

• Envelope for performance-based funding starts at 25% ($23 M in 2020/21) and increase to 60% ($56 M in 2024/25)

• 10 metrics determined by MCU and 2 additional reporting metrics

• 2 metrics and all weightings determined by UWindsor under MCU parameters

• Targets established by MCU formula

Performance Fund

• ‘10’ metrics are aligned with government priorities:• Skills and job outcomes (6 metrics) • Economic and community impacts (4 metrics)

• ‘2’ additional reporting metrics:• Faculty (i) workload and (ii) compensation• Not linked with funding in SMA3

Metrics and Performance-Based Funding

• 2020-21: 25% performance-based funding, 6 metrics• 2021-22: 35%, 9 metrics & reporting requirements • 2022-23: 45%, 10 metrics and reporting requirements • 2023-24: 55%, 10 metrics and reporting requirements • 2024-25: 60%, 10 metrics and reporting requirements

Metrics (Year 1: 2020-21) 1. Graduate employment

– Proportion of graduates employed in related fields two years out2. Graduation rate

– Proportion of undergraduate students who graduate within 7 years3. Institutional strength and focus

– Proportion of enrolment in an institution’s program area(s) of strength– We can define this and are exploring various options

4. Research funding and capacity– Proportion of Tri-Council (NSERC, SSHRC, CIHR) funding received by institution

5. Community/local impact– Our enrolment as proportion of city population

6. Institution-specific economic impact metric– University-defined within parameters– We can define this and are exploring various options

Metrics (Year 2: 2021-22 and beyond) 7. Graduate earnings

– Graduate employment earnings two years after graduation

8. Experiential learning– Number & proportion of graduates who participated in at least one course with required

experiential learning

9. Innovation: industry funding– Research revenue from private sector sources

10. Skills and competencies– Student completion and institutional reporting on standardized tests - Education and Skills

Online Tool (OECD)

Performance Targets • Institutions weight each metric to reflect their own specific goals:

• Weighting must fall within the range provided by MCU for that particular year and total 100%

• Not a comparison to other institutions:• Our institutional improvement over time

• “Reasonable” bands of tolerance for each metric mitigate small annual variances in performance

• Targets recalculated annually based on current performance

Implications of Performance

• Performance-based funding ($$$) at risk on each metric• Performance-based funding ($$$) is scaled to performance:

• Not “all or nothing”• Based on our current provincial grant each 5% = $1.1 M• Funding is in-year and reset annually• Unallocated money ‘potentially’ gets re-distributed to universities

which met target or exceeded, on a metric-by-metric basis

Deans’ retreat 1

Deans’ retreat 2Heads & Directors consults

Website launch

Town halls

Ministry preliminary

meeting

Draft submission

& review Ministry review

Finalized submission

SMA3complete

Consultation Process

August September October November December January February March

AnalysisData ModellingIterative Discussions

Having an Impact: Student Outcomes

Graduate employment• Work-integrated learning • Student skills development

awareness• Student portfolio development• Pathway exploration opportunities • Community partnerships and

engagement• Volunteerism• Alumni engagement

Graduation Rate • Student retention initiatives • High-impact practices • Intake decisions • Targeted programs for at-risk students• Student flow-through and alternate

pathways • Holistic student support and advising

Having an Impact: Student Outcomes

Experiential Learning • Program and course development • Flexible pathways • Cross-unit collaboration • Community partnerships• Regional awareness • Efficient tracking of experiential

learning• Enhanced HQP alignment with

research/scholarship/creative work

Skills and Competencies • Program and course development • Curriculum mapping • Literacy and numeracy and

problem solving

Having an Impact: Research Outcomes Tri-Council & Private Sector Research Funding • Research leadership and mentorship • Recruiting and retaining high-performance faculty • Network and partnership development • Grant development support• Strategic planning • Engaging our communities• HQP alignment with all research/scholarship/creative work we do• Leveraging research investments

Having an Impact: Community OutcomesInstitutional strength and focus:

– Attracting and retaining students – Program mix and currency – Regional and global responsiveness– Windsor-Essex economic engine– Our leadership on community and

economic impact:• As innovators• As partners• As educators• As catalysts

The Year Ahead

• Moving forward on institutional priorities:– Long-term international planning– Alternative revenue opportunities– Multi-year budget planning in light of SMA3 and other financial

pressures • Open communications and dialogue on the development

of SMA3• Success in SMA3 will require an institutional effort

More and ongoing information: uwindsor.ca/sma3Questions or comments? sma3@uwindsor.ca

Thank you.