NYSUNY 2020 Application for - THE UNIVERSITY AT BUFFALO UB 2020
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NYSUNY 2020
Application for
THE UNIVERSITY AT
BUFFALO
UB 2020
How the Building of Academic
Excellence Will Strengthen
Western New York
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 1
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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 2
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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 3appreciate 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 4physical 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 5• 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 6• 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 7• 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 8This 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 9TABLE 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:
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 10TABLE 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 11and 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 12Economic 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 13goal 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%.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 14o 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 15As 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 16intellectual 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 17The 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 18NYSUNY 2020
Application for
THE UNIVERSITY AT
BUFFALO
UB 2020
Appendix A
General Overview of the UB
2020 Plan
Innovation. Revitalization. Job
Creation.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 19APPENDIX 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 20As 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 21Hospital, 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 22combined 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
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 23the 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 24FIGURE 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 %.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 25Beyond 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.
V:\AVP\UB 2020\NYSUNY2020\Final Grant Application\Academic Excellence and Economic Impact for WNY-Next Phase of UB 2020(21).docx8/23/11 26You can also read
