Edinboro University Council of Trustees Committee Meeting Crawford Center Conference Room Tuesday, April 12, 2016 10:00 a.m. – Noon 12:00 p.m. AGENDA - Committee Meeting 10:00 a.m. – Noon Committee Meeting (Open to the Public) Finance and Administration • Financial Update (Vice President Brown) • Update Acquisition of The Highlands Student Housing Facilities Academic Affairs • Program Changes • 2016 EU Action Plan and subsequent presentation made by Interim President Werner to the PASSHE Board of Governors on April 7 Advancement • Update Advancement Results (Vice President Mengine) Student Affairs • Update Student Government Association (Vice President Sablo) Materials in red font are included in advance of meeting Council of Trustees Tuesday, April 12, 2016 Committee Meeting 10:00 a.m. – Noon 12:00 p.m. AGENDA Finance and Administration (Mr. Gil Brown, Vice President for Finance & Administration) • Financial Update • Update Acquisition of The Highlands Student Housing Facilities Council of Trustees Tuesday, April 12, 2016 Committee Meeting 10:00 a.m. – Noon 12:00 p.m. AGENDA Academic Affairs (Dr. Michael Hannan, Provost and Vice President for Academic Affairs) • • Information - Program Changes 2016 EU Action Plan and subsequent presentation made by Interim President Werner to the PASSHE Board of Governors on April 7 P E N N SY LVA NI A’ S S TAT E S Y ST E M CLARION UNIVERSITY EDINBORO UNIVERSITY of PENNSYLVANIA 2015-2016 Action Plan O F H I G HE R E D U C AT I O N Action Plan Preface Looking to the future while understanding where we are today The System’s Strategic Plan 2020: Rising to the Challenge calls for the development of detailed annual actions plans for each university for transparency and to document progress toward system and university strategic goals. By their very nature, strategic plans look to change over a period of years; in contrast, action plans are designed to look at annual changes in the university and its context1. Action plans chronicle where a university has been (previous year), where it is (current year) and where it is going (in the next two years). The format for annual action plans calls for universities to detail—in the context of university mission, vision and strategic directions—distinctive programs and accomplishments, opportunities and challenges, trends in enrollment, student success, and financial management. Looking at action plans annually is important because proposed directions in academic program development, enrollments, and finances are often shaped and re-shaped by critical changes and emerging conditions in student markets, educational interests, and regional economies. As such, they highlight the important balance between thoughtful longer-term planning and the flexibility needed to respond to changing dynamics. Aligning institutional results and reports To present a clear picture of the university, where it has been, and where it is going, it is essential that it is aligned with existing data reports, financial information, performance funding, and annual reporting on progress towards strategic goals. Over time, it is anticipated that episodic university reports be minimized and that more of them will be incorporated and summarized within the context of action plans to provide a more thorough understanding of university efforts to meet their mission and that of the State System. 1 Highlighted text represents changes from the 2014-2015 Action Plan Action Plan 2015-2016 Table of Contents Preface Strategy University Mission, Vision, and Statement of Strategy 1 Academic Programs of Distinction 4 Other Areas of Distinction 5 Strategic Goals 6 University Strengths, Opportunities and Challenges 7 Key Performance Indicators Strategic Enrollment Management 8 Performance Funding Indicators 9 Academic Programs 10 Financial Information 13 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN University Mission, Vision, and Statement of Strategy University Mission - Please provide a description of your university's purpose and primary objectives for success. Edinboro University’s Mission Statement describes its primary purpose and objectives. It is as follows: Distinguished by its focus on individual attention to student success, commitment to diversity, and responsiveness to the evolving needs of the broader community, Edinboro University provides the highest quality undergraduate, graduate and co-curricular education. The Mission Statement drives our strategic planning and operations and is evidenced in a number of University initiatives. In the area of student success, Edinboro launched its Academic Success Center (ASC) in 2012 as an investment to improve student retention and completion. The ASC offers advising support services for all students, coordinates tutoring services, and directs an early alert system for student referrals from faculty and staff. The focus on student success has also been expanded this year with the development of the Learning Commons, centrally located in the campus Library. The Learning Commons includes the ASC, but also brings together multiple other student support offices and services, including the Center for Career Development, the Office for Adult and Transfer Student Services, the International Student Services Office, the Testing Center, and Writing Center. Construction is currently underway to transform a large section of library space into a new modern home for the Learning Commons and will be fully opened in January 2017. The University has also launched the use of the Starfish Retention Solutions software to enhance advising and retention support; departmental faculty champions have been identified and trained on the software and adoption by both students and faculty has been widespread. Edinboro continues to support student success with an improved First Year Experience program, the delivery of specialized advising for undeclared students, and the introduction of an intrusive conditional admission program. Edinboro’s commitment to diversity is supported through targeted recruitment of underrepresented minority students and employees; investment in expanding the recruitment and retention of international students; and our Porreco College initiative in Erie to meet the region’s community college educational needs. An example of our success is our extension of opportunity to diverse students through Porreco College, many of whom likely would not have otherwise pursued higher education. At this College, African American students represent more than 21% of the students body (compared to 9% on main campus), and Hispanic students represent 5.3%, compared to 1.2% on main campus. Many of these students are excelling in their studies and looking to continue their education. At the level of faculty and other employees, Edinboro has implemented very intentional processes to maximize consideration of underrepresented minorities in search pools. This approach has been developed and supported collaboratively between the offices of the Provost, Social Equity, and Human Resources and we expect that these processes will increase faculty and employee diversity to better serve the mentoring needs of our students. Lastly, Edinboro’s more unique commitment to diversity is through its decades-long dedication to providing services for students with disabilities, with our programming ranked among the top in the nation for those with physical disabilities. Edinboro is also responsive to the needs of the broader community by offering academic and cultural programming to support the economic development of the region and improve the quality of life. Examples include the recent launch of the Porreco College in Erie, partnerships with regional social service agencies to develop pathways for low-income and underrepresented residents, and partnerships with regional industry to provide academic and noncredit-bearing programming to meet workforce needs. Edinboro continues to actively evolve its academic program array by discontinuing academic programs no longer needed to meet mission, while developing new programs that will be in demand by both students and employers. These include programs in pre-professional allied health fields, international business, energy science, digital media, and music therapy, among others. 1 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN University Mission, Vision, and Statement of Strategy (Continued) University Vision - Please provide a description of your university's goals and aspirations for the years ahead. The Edinboro University Vision Statement represents the institution’s aspirations for the near future: Edinboro University will be the first choice among students, employers, and the community for excellence in higher education. Edinboro aspires to be the leading institution for quality higher education in its service region, and nationally for its online programs. Edinboro’s goal is unrelenting consistency in program quality and for students to have the best possible educational experience. The University has made progress toward this vision in recent years with the introduction of the Porreco College in Erie; multiple partnerships with other educational providers and industry leaders to provide workforce-ready, highdemand programming; and through multiple national recognitions of the University and its programs. Some of these recognitions include: Edinboro University ranking in the top tier of best universities in the Northern region (U.S. News & World Report’s 2015 Best Colleges); 2nd in Pennsylvania among most affordable online colleges (Affordable Colleges Online 2014); 21st for Nursing in the ranking of Best Online Graduate Programs (U.S. News & World Report); 17th on the East Coast for Animation and Computer Animation programs, and 20th nationally among public colleges and universities (Animation Career Review 2015); 15th in the nation among public colleges for computer Game and Virtual World Development programs; 6th in the nation among the “Top 10 Accredited School Counseling Master’s Degrees Ranked by Affordability” for the Master of Education in Educational Psychology program (Best Counseling Degrees website); and 6th in the U.S. for the Master of Social Work program from the Top 25 MSW Programs accredited by the Council on Social Work Education (Social Work Degree Guide 2015). 2 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN University Mission, Vision, and Statement of Strategy (Continued) Statement of Strategy - Please provide a description of the strategy for fulfilling your university's vision and mission, given your university's current strengths, challenges, and available resources. Edinboro University’s Strategic Plan supports achievement of its mission and vision, and includes multiple objectives and specific initiatives to advance the University. The institutional goals as part of that Plan target improvements in program quality and student success, improving constituent experience through investments in faculty and staff excellence, enhancing the University’s reputation and financial resources, improving institutional diversity, and actively engaging in the region to support its development. University resources are devoted to ensure success of each objective with allocation decisions recommended and assessed through an institutional Budget Planning Team. Edinboro recognizes the financial challenges faced since 2011 and has developed and implemented multiple strategies to ensure its financial sustainability and success in meeting its mission and vision. A multi-year budget model was developed in spring 2015 that includes multiple scenarios based on potential enrollment and retention paths. The model addresses the need for institutional transformation through planned resource allocation in support of the core mission of the University in terms of instruction and student support. Edinboro will be guided by the developed model as it addresses continuing challenges. A decline in undergraduate enrollments in the current academic year and a recent downward revision in projections for high school graduates in our service region create greater pressure for use of reserve funds in the absence of significant action and redirection. Proactively, Edinboro’s leadership is continuing to be aggressive in recruitment and retention investments while also continuing to reduce costs and seek efficiencies in areas across campus. The Academic Affairs division is actively changing scheduling and planning processes to improve student-faculty ratios and other metrics of academic and financial performance. Undergraduate and graduate enrollment management plans have been developed and implemented, as has a student retention plan. Elements of these plans include redesigned campus visit programs and admitted student receptions; improvements in strategic name buy processes; targeting scholarship and financial aid as a leverage tool to impact yield; a graduate school assessment system for student satisfaction measurement and program improvement; a redesigned New Student Orientation program; a redesigned First Year Experience (FYE) program; an improved Living Learning Community program; a redesigned conditional admission program with significant student engagement; an improved program to support students on warning or probation; and improvements to academic advising through faculty professional development and technology investments. An academic program array and faculty personnel plan has also been developed and implemented to strategically plan for the introduction of new programs, the reorganization or elimination of low-demand programs, and the efficient management of faculty resources to meet the needs of our stakeholders. 3 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Academic Programs of Distinction Academic Programs of Distinction - Please identify your university's top 3 or 4 Program Areas of Distinction (An Academic Program of Distinction is defined as a two-digit CIP level which includes general groups of related programs such as Business and Education. You may also use related areas that cross CIP codes such as Visual and Performing Arts or Allied Health Professions. STEM as a Program of Distinction is too broad but Technology and Engineering or Engineering and Math would be a suitable Program of Distinction.) Please provide a brief rationale or narrative as to what makes these programs distinctive. (1) Arts and Digital Entertainment. Edinboro has a long history of offering quality studio arts programs, includes internationally-recognized artists among its faculty, and has many accomplished graduates. Faculty works have been exhibited at the Smithsonian, White House, and numerous galleries worldwide. Edinboro has also expanded its leadership beyond the studio arts disciplines with quality programs in the applied media arts, and in cinema and animation, in particular. The Art department includes 34 FTE faculty and more than 600 FTE student majors (in fall 2015) making it the largest in the PASSHE; the arts presence encompasses multiple facilities on campus, including two art galleries, and the programs are NASAD accredited. Edinboro also offers a Game and Virtual World Development program (an animation and computer science collaboration) that receives national ranking recognitions and has seen tremendous enrollment growth, even in years when enrollments university-wide were in decline. (2) Mental and Social Health Services. Edinboro is dedicated to STEM-H programming and has had a long commitment to providing quality facilities and instruction in the mental and social health disciplines. Multiple high quality programs are represented in this area at both the undergraduate and graduate levels. These include nationally recognized and accredited programs in Nursing, Speech Language Pathology, and Social Work. Others include accredited programs in Counseling, with emphases in Art Therapy, College Counseling, Clinical Mental Health, School Counseling (PK-12), or Rehabilitation & Clinical Mental Health. The Art Therapy program is the first in the nation to be offered online and is currently ranked 8th in the nation for online Counseling programs. Also at the graduate level, Edinboro offers an EdS in School Psychology and an Autism Spectrum Disorder Endorsement (Graduate) Certificate. At the undergraduate level, Edinboro offers a strong research-focused program in Psychology which boasts strong enrollment, high levels of student engagement, and very positive student outcomes; multiple nominees for the PASSHE Ali Zaidi award have come from this program. In general, Edinboro has a developed expertise in the mental and social health fields that has garnered strong enrollments and placements in national rankings, along with validations through accreditation recognitions. (3) Business. While nearly all PASSHE universities host business or similar programs, Edinboro considers its business programming as distinctive for multiple reasons. The School of Business was launched in 2011 to bring recognition to the quality, accredited programming in this area. While new incoming student enrollments have been weak since 2011 at the university-wide level, new enrollments in the business programs have been consistently strong compared to other discipline areas. This demonstrates the market recognition for this program, especially with similar programming offered at four other universities in the county. Distinctive features include the offering of a CFP Board® registered financial planning program, the hosting of a Financial Literacy Institute, programming in Forensic Accounting, very high graduate placement rates, and the hosting of a privately-funded Summer Business Academy targeted to at-risk youth. The business faculty developed and offered one of the first freshman engagement programs at the University, serving as a model for future university-wide programming. The School also offers an innovative student mentoring program that matches students with business executives for a yearlong program of engagement and mentorship with very positive outcomes for students. 4 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Other Areas of Distinction Other Areas of Distinction - Please describe your university's admirable characteristics and accomplishments, including services, programs, student success and community engagement. (1) Edinboro University – The Porreco College was launched in 2014 to assist in meeting the community college needs of the region. Located in Erie, the College offers associate degrees and other sub-baccalaureate programming at a cost consistent with that of a community college. This is accomplished by charging discounted fees and awarding scholarships through the Porreco Promise, a privately supported scholarship fund; when combined with federal and state gift aid, many students are able to attend at little or no cost. Edinboro has also engaged with regional business and industry partners to develop and offer programs that support workforce readiness and economic development in the region. During its first year, enrollments have exceeded initial projections; in fall 2014, the average student age was 26 and 72% of the incoming class was Pell eligible, with 46% representing the highest need. Edinboro University won the Exemplary Models Award in 2015 from the American Association of University Administrators for the Porreco College initiative. (2) Office for Students with Disabilities (OSD). Edinboro University is ranked as a top five university in the nation for providing full services to students with disabilities. Edinboro’s OSD recently celebrated its 40th year of service to promote confidence and independent functioning for all students and to increase understanding of students with disabilities across campus. Edinboro is a first choice in the PASSHE for students with disabilities, where comprehensive services are available. These services include an academic aide system, attendant care program, learning disability support services, life skills center, meal aides, occupational therapy, a tactile laboratory, social work services, van transportation, and wheelchair maintenance. (3) Attendant Care Services. As an extension of OSD, Edinboro provides extensive attendant care services to address the personal needs of students with disabilities so that they may fully participate at the University. Students in the program are housed on a specially equipped floor in a traditional residence hall and are supported by a team of professionals that include a program nurse, occupational therapist, social worker and a student affairs professional. All care workers are employed by the University, including student personnel. Services include assistance with showering, dressing and grooming; laundry assistance; personal hygiene; room cleaning; assistance with braces and orthotics; service animal assistance; mobility, transferring, positioning and range of motion; and assistance with health and wellness. (4) ROTC. Edinboro’s ROTC program has brought in 100 freshmen in each of the last three years and the department consistently places in the top third of all forty-two schools in the Northeast for overall production of the highest quality lieutenants. Five (of ten) of the program’s seniors graduated as distinguished military graduates (DMG), recognized as part of the top 10% out of over five thousand Cadets in their year group across the nation. As a group, this achievement for Edinboro was the third highest ratio out of the forty-two Northeast schools. In the last year, ROTC achieved forty-five students on contract with forty of those on scholarship across all year groups. The ROTC is a strong partner with the University for modeling academic excellence and student success. 5 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Strategic Goals University Strategic Goals – Please describe the initiatives/strategies that will drive improvement towards university goals. Please include how your university goals align to the System strategic goals below. 1. Ensuring academic program excellence and relevance. 2. Enabling more students to obtain credentials that prepare them for life, career, and the responsibilities of citizenship. 3. Developing new funding strategies, diversifying resources and managing costs to preserve affordability. Initiatives and strategies should address mitigation of financial risk. 4. Increasing accountability and transparency, focusing on results and key performance indicators. University Goals Correspondence with PASSHE Goals is shown in brackets, [ ]. University Goals and Objectives include the following: I. Ensure Program Quality and Student Success [1, 2, 4] A. Involve all undergraduate students in high impact practices (HIPs) [1, 2, 4] B. Provide all students effective academic and career advising [1, 2] C. Engage all undergraduate students in co-curricular activities [1] D. Implement processes and procedures to improve program and service quality in all departments, offices and academic programs [1, 2, 4] II. Inspire Faculty and Staff Excellence [1, 4] A. Support excellence in student services through professional development for all staff [4] B. Support faculty excellence in teaching, scholarship and service [1, 4] III. Enhance University Reputation and Resources [1, 2, 3, 4] A. Create a culture of giving [2, 3] B. Assess capacity, develop, and implement a capital campaign plan [3] C. Develop and fund a comprehensive marketing and communication plan D. Establish ambitious and achievable goals and strategies for recruitment, enrollment and retention [1, 2, 4] IV. Foster a Respectful and Diverse Campus Community [2, 4] A. Enroll and support a more diverse student body [2, 4] B. Recruit and support a more diverse faculty and staff [4] C. Advance a culture of mutual respect and well-being [2] V. Influence the Development of a Thriving Region [1, 2, 3, 4] A. Establish Edinboro University – Porreco College [1, 2, 3, 4] B. Establish mutually beneficial partnerships [1, 2, 3, 4] 6 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN University Strengths, Opportunities, and Challenges (Anticipated within the next 3 years) In addition to identifying university strengths, please identify specific opportunities and challenges that the university will be addressing (currently or within the next 3 years), including financial conditions, enrollment trends, community/regional engagement, and student experiences and outcomes. Core Capabilities Core capabilities include the following: the Porreco College and its connection with the community; signature academic programs (studio arts, animation, social work) and non-academic programs (services for students with disabilities); nationally-recognized online academic programs across multiple disciplines; a successful graduate school with increasing enrollment; notable success in annual fundraising; nationally competitive athletic teams that attract out-ofstate enrollments; strong budget planning and resource allocation; a commitment to excellence and continuous improvement; and successful alumni. Opportunities Opportunities include the following: a new Institute for Forensic Sciences leveraging expertise across multiple disciplines; an Institute for Financial Literacy with significant potential for both on-campus and community engagement; new graduate programming particularly in the areas of business and information technology; significant potential for expanded partnerships through the Porreco College; potential to reduce physical plant square footage on campus to improve energy and cost efficiencies; an employee age distribution supporting the potential for retirements to favorably and strategically adjust the employee complement; and expanded grant-funding opportunities, particularly for program and service improvement. Challenges Challenges include the following: uncertain State financial support; unfavorable high school graduate demographics in our primary service region; deferred maintenance needs of the physical plant; costs associated with the signature attendant care program; the financial sustainability of high-cost high-quality academic programs (e.g., Art, STEM-H); administrative and financial costs associated with state authorization of distance education programs; expanding federal mandates and regulations; and the need for a substantial and successful capital campaign. 7 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Strategic Enrollment Management Planned Enrollment by Student Type Fall 2011 Actual Fall 2012 Actual Fall 2013 Actual Undergraduate Headcount Enrollment - Associate and Bachelor's Degree Seeking New Freshmen 23.1% 20.6% New Transfers 5.3% 4.5% Veterans 2.2% 2.4% Adult Learners 15.7% 14.0% Total Undergraduate Enrollment 6,553 5,992 Graduate Headcount Enrollment Master's 1,441 1,250 Research Doctorate N/A N/A Professional Doctorate N/A N/A Total Graduate Enrollment 1,441 1,250 Certificates and Nondegree students 268 220 Headcount Enrollment by Method of Instruction Distance Education (100% Distance Education) 1,014 789 Traditional (On Campus) 6,334 5,850 Off Campus 1,218 951 Fall 2014 Actual Fall 2015 Actual Fall 2016 Projected Fall 2017 Projected 18.9% 8.0% 2.5% 13.2% 5,756 22.5% 6.1% 2.6% 12.9% 5,492 23.7% 6.0% 2.4% 12.9% 5,141 23.1% 5.0% 2.5% 12.9% 5,169 20.8% 5.9% 2.5% 12.9% 5,193 1,115 N/A N/A 1,115 1,120 N/A N/A 1,120 1,152 11 N/A 1,163 1,162 25 N/A 1,187 1,199 25 N/A 1,224 227 225 246 225 225 790 5,373 935 831 4,936 1,128 990 4,373 400 1,010 5,258 480 1,042 5,307 485 Persistence Rates Fall 2011 Actual Fall 2012 Actual Fall 2013 Actual Persistence Rates of First-time Bachelor's Degree Seeking Students Second Year Persistence 73.9% 68.5% Third Year Persistence 61.3% 60.8% Fourth Year Persistence 57.7% 56.9% Fall 2014 Actual 72.3% 57.7% 56.5% 70.0% 61.7% 54.1% Fall 2015 Actual/ Projected 69.8% 58.5% 54.6% Fall 2016 Projected 71.0% 58.8% 55.1% Fall 2017 Projected 72.0% 60.0% 55.6% Note: Persistence rates are for those students who are returning in or have graduated by the provided year Graduation Rates 2011/12 Actual Graduation Rates for Bachelor's Degree Seeking Students Four Year (or less) 25.1% Six Year (or less) 44.5% 2012/13 Actual 2013/14 Actual 24.6% 46.0% 27.6% 49.4% 2014/15 Actual 26.8% 49.0% 2015/16 Projected 25.5% 48.4% 2016/17 Projected 26.0% 48.9% 2017/18 Projected 26.5% 49.4% Completers 2011/12 Actual 2012/13 Actual 2013/14 Actual 2014/15 Actual 2015/2016 Projected 2016/17 Projected 2017/18 Projected Average Time to Degree (Bachelor's) (methodology under consideration) Average Credits at Graduation 126.7 127.3 Graduates Employed in Pennsylvania (methodology under consideration) 125.6 Bachelor's Degree Graduates Continuing Their Education (methodology under consideration) 8 126.3 126.5 126.4 126.2 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Performance Funding Indicators Of the ten (10) performance funding indicators, five (5) are required of all system universities while five (5) others are chosen by each of the universities to reflect what is most important to their mission and strategic goals. Further refinements in the System’s performance funding program are anticipated in 2016. Common to All Universities 2012/13 Performance Report 2013/14 Performance Report 2014/15 Performance Report 1,596 19.8 1,627 17.6 1,628 19.6 1,592 22.1 1,636 21.6 1,664 21.7 38.0% 48.0% 33.0% 46.0% 35.2% 47.8% 29.7% 45.0% 36.0% 51.6% 27.3% 48.0% 48.1% 50.1% 48.9% 49.5% 38.7% N/A 31.9% N/A 40.9% N/A 33.7% N/A 42.9% 38.0% 8.3% 18.0% 46.0% 38.0% 10.9% 18.0% 44.7% 38.0% 11.9% 18.0% 46.1% 38.0% 13.0% 18.0% 44.0% 38.0% 11.0% 18.0% 44.0% 38.0% 11.7% 18.0% 7.8% 43.3% 7.6% 43.5% 7.1% 44.7% 6.9% 43.5% 9.4% 46.2% 9.7% 47.1% Baseline Degrees Conferred Number of Degrees Conferred Undergraduate Degrees per 100 FTE Closing the Achievement Gaps - 6 Year Graduation Rates Pell Recipient Graduation Rate Non-Pell Recipient Graduation Rate Underrepresented Minority Graduation Rate Non-Underrepresented Minority Graduation Rate Closing the Freshman Access Gaps Pell Recipient Freshmen Low Income PA High School Graduates (ages 18-24) Underrepresented Minority Freshmen Underrepresented Minority PA High School Graduates (ages 18-24) Faculty Diversity Underrepresented Minority Faculty Female Faculty 2015/16 Targets 2016/17 Targets University Selected 2012/13 Performance Report Baseline STEM and Health Profession (STEM-H) Degree Recipients Percentage of Total Degrees Awarded that are STEM-H Student Diversity Undergraduate Pell Grant Recipients Nonmajority Students Facilities Investment Sightlines Annual Facilities Investment Score* International Student Enrollment Number of International Students Percentage of International Students High Impact Practices Freshmen Participating in First Year Experience Seniors Participating in High Impact Practices 2013/14 Performance Report 2014/15 Performance Report 2015/16 Targets 2016/17 Targets 14.7% 11.9% 13.6% 16.4% 16.8% 16.9% 40.5% 10.4% 45.8% 11.7% 45.6% 12.6% 45.2% 14.6% 33.7% 13.0% 33.7% 13.3% 54.6% 59.1% 66.4% 67.0% 59.0% 60.0% 64 0.7% 83 1.1% 108 1.5% 113 1.7% 115 N/A 133 N/A 21.1% 69.9% 33.2% N/A 23.7% 86.2% 38.7% 87.4% 25.1% 72.0% 26.1% 72.7% *Composite Score = ((2 X Three-year average of Capital and Operating Stewardship) + (Operating and Effectiveness and Operating Stewardship) + (Service))/4 9 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Academic Programs Academic Program Activity Number of Programs in 2014/15 and the Total Number of Completers from 2010/11 through 2014/15 2014/15 Certificate Programs Total Number of Certificate Programs Number of Certificate Programs with a Total of 10 or More Completers Over the Previous 5 Years Percentage of Certificate Programs with a Total of 10 or More Completers Over the Previous 5 Years Associate Degree Programs Total Number of Associate Programs Number of Associate Programs with a Total of 25 or More Completers Over the Previous 5 Years Percentage of Associate Programs with a Total of 25 or More Completers Over the Previous 5 Years Bachelor's Degree Programs Total Number of Bachelor's Programs Number of Bachelor's Programs with a Total of 30 or More Completers Over the Previous 5 Years Percentage of Bachelor's Programs with a Total of 30 or More Completers Over the Previous 5 Years Master's Degree Programs Total Number of Master's Programs Number of Master's Programs with a Total of 20 or More Completers Over the Previous 5 Years Percentage of Master's Programs with a Total of 20 or More Completers Over the Previous 5 Years Professional Doctorate Degree Programs Total Number of Professional Doctorate Programs Number of Professional Doctorate Programs with a Total of 10 or More Completers Over the Previous 5 Years Percentage of Professional Doctorate Programs with a Total of 10 or More Completers Over the Previous 5 Years Research Doctorate Degree Programs Total Number of Research Doctorate Programs Number of Research Doctorate Programs with a Total of 5 or More Completers Over the Previous 5 Years Percentage of Research Doctorate Programs with a Total of 5 or More Completers Over the Previous 5 Years 16 7 44% 11 6 55% 47 28 60% 17 14 82% 0 0 0% 0 0 0% New Programs for 2014/15 6-digit CIP Certificate's 513805 131210 Minor's 090702 430111 090902 Offered Via Distance Learning Program Name Nursing Art Infusion No Blended Digital Media Production Forensic Studies Public Relations Branding and Imaging No No No Reorganized Programs for 2014/15 6-digit CIP Change Program Name N/A 10 Offered Via Distance Learning EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Academic Programs Programs Placed in Moratorium for 2014/15 6-digit CIP Certificate's 520207 Offered Via Distance Learning Program Name Customer Relationship Management No Programs Discontinued for 2014/15 6-digit CIP Offered Via Distance Learning Program Name Bachelor's Degree Programs Latin American Studies 050107 513101 Nutrition Master's Degree Programs Clinical Psychology 422801 No No No Certificate's 111099 Information Technology No Minor's 160901 French No 11 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Planned New and Emerging Academic Programs New Programs for Possible Consideration by the Board of Governors in 2016/17 6-digit CIP Program Name Associate Degree Programs Bachelor's Degree Programs Master's Degree Programs Business Administration (MBA) 52.0201 Doctorate Degree Programs Certificate's 52.0301 52.0804 13.1014 Minor's Accounting (Post-baccalaureate) Financial Planning (Post-baccalaureate) Adapted Physical Education (Post-Baccalaureate) New Programs for Possible Consideration by the Board of Governors in 2017/18 6-digit CIP Program Name Master's Degree Programs Industrial/Organizational Psychology 42.2804 Certificate's 19.0710 Nursing Psychology (Graduate) 12 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Educational & General (E&G) Fund Dollars in Millions 2013/14 Actual 2014/15 Actual 2015/16 Reviewed October 2015 2015/16 Projected March 2016 2016/17 Projected March 2016 2017/18 Projected March 2016 E&G Revenue/Sources Undergraduate In-State Tuition Undergraduate Out-of-State Tuition Graduate In-State Tuition Graduate Out-of-State Tuition TOTAL TUITION REVENUE Total Fees State Appropriations All Other Revenue Planned Use of Carryforward Total E&G Revenue/Sources $32.1 7.8 7.7 2.2 $49.8 11.1 25.0 3.8 0.0 $89.7 $31.3 7.1 7.8 3.2 $49.5 12.4 25.7 3.4 0.0 $90.9 $32.5 6.7 8.9 2.8 $51.0 12.4 26.0 2.7 2.5 $94.6 $29.9 7.0 7.6 4.0 $48.5 12.5 25.4 2.9 5.6 $94.9 $29.3 5.7 8.9 2.9 $46.8 12.3 25.2 2.7 0.0 $87.0 $29.1 7.3 9.0 3.2 $48.6 12.5 25.2 2.7 0.0 $89.0 Total Salaries and Wages Total Benefits TOTAL PERSONNEL EXPENDITURES Financial Aid Utilities Services & Supplies Capital Expenditures and Transfers Total E&G Expenditures/Transfers $47.8 22.5 $70.3 2.2 2.4 13.4 3.7 $92.1 $48.5 23.6 $72.1 2.3 2.2 12.3 0.2 $89.1 $47.6 25.6 $73.2 4.0 2.4 13.5 1.5 $94.6 $48.1 25.4 $73.5 4.1 2.3 13.6 1.4 $94.9 $48.5 25.3 $73.8 5.1 2.5 13.2 1.8 $96.4 $47.4 25.9 $73.3 5.2 2.5 13.0 1.8 $95.8 Total E&G Fund Surplus/(Shortfall) $(2.4) $1.8 $(0.0) $0.0 $(9.4) $(6.8) E&G Expenditures/Transfers Annualized FTE Enrollment Undergraduate In-State Undergraduate Out-of-State Graduate In-State Graduate Out-of-State Total Annualized FTE Enrollment 4,531.47 760.31 649.17 146.05 6,087.00 4,355.00 742.00 712.00 239.00 6,048.00 4,370.00 745.00 825.00 198.00 6,138.00 4,030.00 787.00 691.00 303.00 5,811.00 3,969.00 725.00 811.00 211.00 5,716.00 3,938.00 778.00 820.00 229.00 5,765.00 350.41 173.25 72.36 25.58 37.37 330.14 173.63 72.83 24.60 36.52 332.37 174.64 75.07 25.50 38.82 331.87 164.48 71.66 25.79 37.55 333.44 171.18 78.37 26.50 39.46 330.71 171.18 78.37 26.50 39.46 658.97 637.72 646.40 631.35 648.95 646.22 E&G Fund Budgeted Annualized FTE Employees Faculty AFSCME Nonrepresented SCUPA All Other Total E&G Fund Budgeted Annualized FTE Employees 13 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Strategic E&G Budget Realignment Strategic University Specific Budget Realignment Information This page will be used for information regarding the E&G budget realignment plans of each university, including objectives and how they will be achieved. It should reflect how the budget is being realigned with the university's strategic priorities--new investments vs. reduced emphasis. Description Strategic Investments: Renovated Butterfield Hall - School of Education Renovated Hendricks Hall - ROTC, Social Work, and elevator Electrical Substation Porreco Garden House - classrooms Ross Hall Furniture and Equipment (Math and Computer Science, IT) Cooper Science Hall Math Emporium (remedial math courses) Doucette - Roof (Art building) Porreco College Multiple roof replacements Multiple energy Efficiency Projects Additional projects include water/sewer/electric upgrades, asbestos remediation, sprinkler systems installation and roadway projects Total 2013/14 2014/15 Amount Amount ( Dollars in Millions) 2015/16 Amount $1.3 $0.7 $0.3 $0.1 $0.4 $0.4 $0.2 $0.2 $0.8 $2.3 $0.9 $1.2 $2.3 $0.9 $1.2 In addition, reductions have been made in the following areas in order to balance the current year E&G budget and create a more sustainable budget for future years: Personnel Reductions due to not replacing retirees/resignations; consolidation Reduced operating budget $0.9 $0.4 $2.3 $0.1 Total $3.6 $3.3 Sources of Funds for Reinvestment: Unrestricted Net Assets 14 $1.2 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Auxiliary Enterprises, Restricted, and Total Funds Dollars in Millions 2015/16 2015/16 2016/17 2017/18 Reviewed Projected Projected Projected October 2015 March 2016 March 2016 March 2016 Auxiliary Enterprises — Associated with auxiliary units that are self-supporting through fees, payments, and charges. Examples include housing, food services, student unions, and recreation centers. 2013/14 Actual 2014/15 Actual Auxiliary Revenue/Sources Food Service Sales Housing Fees Privatized Housing Other Auxiliary Sales All Other Revenue Total Auxiliary Revenue/Sources $6.9 1.8 2.7 1.3 1.4 $14.2 $6.7 1.4 2.8 0.0 2.6 $13.5 $6.8 1.6 2.8 1.3 1.6 $14.1 $6.4 1.4 2.8 1.2 2.8 $14.6 $6.4 1.4 2.8 1.2 3.1 $14.9 $6.4 1.4 2.8 1.2 3.3 $15.1 Total Salaries and Wages Total Benefits TOTAL PERSONNEL EXPENDITURES Financial Aid Utilities Services & Supplies Capital Expenditures and Transfers Total Auxiliary Expenditures/Transfers $4.1 1.8 $5.9 0.0 1.7 6.7 0.2 $14.5 $3.2 1.7 $4.9 0.0 1.7 7.1 (0.1) $13.7 $3.6 1.9 $5.5 0.0 1.6 6.8 0.2 $14.1 $3.5 1.8 $5.3 0.0 1.7 7.1 0.5 $14.6 $3.7 1.9 $5.6 0.0 1.7 7.1 0.5 $14.9 $3.8 2.0 $5.8 0.0 1.7 7.1 0.5 $15.1 Total Auxiliary Fund Surplus/(Shortfall) $(0.3) $(0.2) $0.0 $0.0 $0.0 $0.0 Total Auxiliary Fund Budgeted Annualized FTE Employees 50.53 48.72 50.96 49.84 53.61 53.61 Auxiliary Expenditures/Transfers Restricted Funds — Resources are received from federal, state, or private sources for specified purposes, typically for conducting research, public service activities, and/or providing external financial aid. Restricted Revenue Federal Grants & Contracts State Grants & Contracts Private Grants & Contracts Gifts All Other Restricted Revenue $11.9 7.7 0.1 2.6 1.7 $12.3 7.9 0.0 3.4 0.8 $12.1 7.0 0.0 3.5 0.4 $11.0 6.0 0.0 3.0 1.3 $11.0 6.0 0.0 3.0 1.2 $11.0 6.0 0.0 3.0 1.2 Total Restricted Revenue $24.2 $24.4 $23.1 $21.3 $21.2 $21.2 Total Salaries and Wages Total Benefits TOTAL PERSONNEL EXPENDITURES Financial Aid Utilities Services & Supplies Capital Expenditures and Transfers Total Restricted Expenditures/Transfers $0.5 0.0 $0.5 21.0 0.0 0.9 0.1 $22.6 $0.6 0.0 $0.6 22.2 0.0 1.0 0.2 $23.9 $0.6 0.0 $0.6 21.5 0.0 1.0 0.0 $23.1 $0.6 0.0 $0.6 19.8 0.0 0.8 0.1 $21.3 $0.5 0.0 $0.5 19.8 0.0 0.8 0.1 $21.2 $0.5 0.0 $0.5 19.8 0.0 0.8 0.1 $21.2 Total Restricted Fund Surplus/(Shortfall) $1.6 $0.5 $0.0 $0.0 $0.0 $0.0 Total Restricted Fund Budgeted Annualized FTE Employees 0.13 0.33 1.00 1.00 0.00 0.00 Total University Revenue $128.1 $128.8 $131.8 $130.8 $123.1 $125.3 Total University Expenses $129.1 $126.7 $131.8 $130.8 $132.5 $132.1 Restricted Expenditures/Transfers Total University Surplus/(Shortfall) Total University Budgeted Annualized FTE Employees $(1.1) 709.63 $2.0 686.77 15 $(0.0) 698.36 $0.0 682.19 $(9.4) 702.56 $(6.8) 699.83 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Tuition and Fees 2012/13 Actual 2013/14 Actual 2014/15 Actual 2015/16 Actual 2016/17 Request Full Time Undergraduates (academic year only; 30 credits) In-State Undergraduate Tuition Technology Tuition Fee University Mandatory Fees Total Cost In-State Undergraduate Off Campus or At Home Most Common Room and Board Rates Total Cost In-State Undergraduate On Campus $6,428 358 1,792 $8,578 7,362 $15,940 $6,622 368 1,859 $8,849 8,366 $17,215 $6,820 422 2,014 $9,256 8,612 $17,868 $7,060 436 2,040 $9,536 11,154 $20,690 $7,060 436 2,040 $9,536 11,154 $20,690 Out-of-State Undergraduate Tuition (Most Common) Tuition Pilot (105% of In-State rate) Technology Tuition Fee University Mandatory Fees Total Out-of-State Undergraduate Off Campus or At Home Most Common Room and Board Rates Total Cost Out-of-State Undergraduate On Campus $9,642 N/A 542 2,131 $12,315 7,362 $19,677 $9,934 N/A 558 2,209 $12,701 8,366 $21,067 $10,230 7,162 642 2,377 $13,249 8,612 $21,861 $10,590 7,414 664 2,415 $13,669 11,154 $24,823 $10,590 7,414 664 2,415 $13,669 11,154 $24,823 Price to Most Common Student Living Off Campus or At Home In-State Undergraduate Off Campus or At Home Tuition per Credit (Most Common) Technology Tuition Fee Per Credit University Mandatory Fees Per Credit (on average) Total Cost Per Credit In-State Undergraduate Off Campus or At Home $268 15 75 $358 $276 15 78 $369 $284 18 87 $389 $294 19 88 $401 $294 19 88 $401 Out-of-State Undergraduate Off Campus or At Home Tuition per Credit (Most Common) Tuition Pilot (105% of In-State rate) Technology Tuition Fee Per Credit University Mandatory Fees Per Credit (on average) Total Cost Per Credit Out-of-State Undergraduate Off Campus or At Home $402 N/A 23 89 $514 $414 N/A 23 93 $530 $426 298 27 95 $548 $441 309 28 97 $566 $441 309 28 97 $566 $429 $429 N/A $21 $97 $442 $486 $442 $21 $102 $454 $499 $454 $24 $104 $470 $517 $470 $25 $107 $470 $611 $470 $25 $107 $644 $644 N/A $31 $130 $663 $729 $663 $31 $138 $681 $749 $681 $36 $142 $705 $776 $705 $37 $146 $705 $917 $705 $37 $146 Part Time Undergraduates (per credit) Graduate Students (per credit) Price to Most Common Graduate Student Living Off Campus or At Home In-State Graduate Student Living Off Campus or At Home Tuition per Credit Minimum Maximum Most Common Technology Tuition Fee Per Credit University Mandatory Fees Per Credit (on average) Out-of-State Graduate Student Living Off Campus or At Home Tuition per Credit Minimum Maximum Most Common Technology Tuition Fee Per Credit University Mandatory Fees Per Credit (on average) 16 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN University Undergraduate Fees 2015/16 University Undergraduate Mandatory Fees Part Time per Credit In-State Academic Support/Instructional Support Fee Activity Fee Health Services Student Center Maintenance Student Success Fee (flat fee) Out-of-State Academic Support/Instructional Support Fee Activity Fee Health Services Student Center Maintenance Student Success Fee Full Time Academic Year (30 Credits) $31 $19 $13 $22 $5 $750 $410 $300 $520 $60 $47 $17 $13 $22 $5 $1,125 $410 $300 $520 $60 Full Time Academic Year Housing Costs Traditional Housing Minimum Maximum Most Common All Other Housing Minimum Maximum Most Common $5,840 $8,518 $5,840 $6,830 $9,670 $8,560 Dining Costs - students living on campus # Meals/Week Minimum Maximum Most Common 4 14 14 Full Time Academic Year $1,290 $3,544 $2,594 Full Time Academic Year $125 $60 $30 Other Optional Fees Orientation Parking Application 17 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Financial Aid: Gift Aid by Award Year 2012/13 Actual 2013/14 Actual 2014/15 Actual 2015/16 Projected 828 $3,658 $3,029,035 13% 902 $3,514 $3,169,206 14% 1,566 $2,578 $4,037,925 26% 1,841 $3,172 $5,839,649 31% 2,436 $2,570 $6,261,513 37% 2,230 $2,870 $6,399,829 36% 2,319 $2,667 $6,184,770 38% 2,024 $2,829 $5,725,337 34% 2,957 $3,828 $11,320,646 45% 2,825 $3,942 $11,137,242 45% 2,853 $3,990 $11,384,032 47% 2,461 $4,042 $9,948,010 41% 1,620 $2,544 $4,120,682 25% 1,373 $2,366 $3,248,543 22% 1,356 $2,476 $3,357,144 22% 1,406 $2,089 $2,937,616 23% 4,110 $6,017 $24,731,877 63% 3,962 $6,046 $23,954,819 63% 4,198 $5,947 $24,963,871 70% 3,867 $6,323 $24,450,612 64% 0 $0 0% 0 $0 0% 142 $434,433 10% 129 $453,330 10% 147 $1,025,785 9% 124 $940,217 8% 129 $980,902 9% 129 $1,049,709 10% Undergraduate Gift Aid Institutional Aid* # of Students Average Award Total Dollars Awarded % of Undergraduate Students Receiving Aid Pennsylvania State Grants # of Students Average Award Total Dollars Awarded % of Undergraduate Students Receiving Aid Pell Grants # of Students Average Award Total Dollars Awarded % of Undergraduate Students Receiving Aid All Other Gift Aid** # of Students Average Award Total Dollars Awarded % of Undergraduate Students Receiving Aid Unduplicated Students Receiving Gift Aid # of Students Average Award Total Dollars Awarded % of Undergraduate Students Receiving Gift Aid Graduate Student Aid Graduate Assistantship Stipends # of Students Total Dollars Awarded % of Graduate Students Receiving Assistantships Graduate Tuition Waivers # of Students Total Dollars Awarded % of Graduate Students Receiving Waivers *Institutional Aid includes Board of Governors' waivers; tuition, room and board waivers; etc. **All Other Gift Aid includes foundation scholarships, miscellaneous PHEAA grants, grants from other states, third party scholarships, etc. Notes: Number of students and aid awarded are for fall and spring semesters only Data is only provided for students with an enrollment record during the fall or spring semester. 18 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Financial Aid: Loans, Cost of Attendance, Family Income Loans Undergraduate Loans (all known) # of Students Average Loan Total Dollars Loaned % of Undergraduate Students Receiving Loans 2012/13 Actual 2013/14 Actual 2014/15 Actual 2015/16 Projected 5,083 $7,809 $39,694,052 78% 4,836 $8,055 $38,952,821 77% 4,620 $7,920 $36,592,114 77% 4,102 $9,411 $38,605,406 68% 914 $14,257 $13,031,074 56% 835 $14,391 $12,016,092 56% 824 $15,182 $12,510,333 56% 829 $16,259 $13,478,451 56% 2011/12 Actual 2012/13 Actual 2013/14 Actual Graduate Loans (all known) # of Students Average Loan Total Dollars Loaned % of Graduate Students Receiving Loans Student Debt Summary Bachelor's Degree Recipients Percent of Recipients with Debt Average Amount of Debt (of those graduating with debt) All Students (undergraduate and graduate) Student Loan Default Rate, 3 year 2014/15 Projected 86% $30,692 88% $27,774 87% $32,587 89% $35,140 9.1% 10.5% 9.5% 9.5% Note: Default rates are for students that defaulted on their Federal Stafford and Direct student loans in 2010-2012, 2011-2013 and 2012-2014 FY 2014/15 Cost of Attendance (Academic Year) Tuition and Mandatory Fees In-State Undergraduate On Campus In-State Undergraduate Off Campus, Living at Home Out-of-State Undergraduate On Campus Out-of-State Undergraduate Off Campus, Living at Home $9,256 $9,256 $13,249 $13,249 Room and Board $10,800 $5,920 $10,800 $5,920 Books and Supplies $1,000 $1,000 $1,000 $1,000 Transportation, Personal, Other Expenses $2,200 $2,500 $2,200 $3,200 Total $23,256 $18,676 $27,249 $23,369 Note: Costs are based on financial aid packaging costs, not most common FY 2014/15 Estimated Net Cost by Family Income PA Resident Undergraduates Enrolled Full Time in the Fall and Spring who Filed a FAFSA Family Income Groups Below $30,000 $30,001 - $48,000 $48,001 - $75,000 $75,001 - $110,000 $110,001 and Above Headcount 1,047 449 606 670 520 Average Net Cost of Attendance $15,196 $15,819 $18,788 $20,607 $20,297 Average Net Average Cost Tuition Gift Aid Amount and Fees $(184) $9,358 $897 $8,288 $3,696 $5,528 $5,371 $3,824 $5,490 $3,707 Average Loan Amount $8,826 $7,626 $7,972 $8,952 $9,068 Notes: Only includes students who completed a FAFSA. Family Income Groups are based on the Total Family Income (including untaxed income) as reported on student FAFSA records. Average Gift Aid includes all grants and scholarships from Federal, State, University, and other private sources administered by the Financial Aid Office. Student waivers are also included in the Gift Aid amount. Net Cost of Attendance is the actual average of the total Costs of Attendance (which will vary by income group due to the diversity of students living on- and off- campus) minus the average Gift Aid amount. Net Tuition & Mandatory Fees is the actual average of the total costs of tuition and fees (which will vary by income group due to the amount of credit hours students are enrolled) minus the average Gift Aid amount (see page University Undergraduate Fees for list of fees that are included). Average Loan Amount includes Federal (Perkins, Stafford, Ford Direct) and all private student loans known to the university. The bottom-line Average represents the average of all full-time undergraduate Pennsylvania residents. Tuition and Mandatory Fees include all reported mandatory fees and tech fee. Full-time students are considered those with 12 or more attempted credits in both Fall and Spring semesters. Comments: Commitment to Access: 19 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Pricing Flexibility Pilot for Student Fees Pilot/Title: ED02 — Innovative Nursing Fee Brief Synopsis of Pilot, as Approved by Board of Governors: Charge a program-specific instructional fee of 25% of the undergraduate tuition rate to all students in the Bachelor of Science in Nursing (BSN) – Innovative Nursing program. The Innovative Nursing Program is designed for individuals who already have a baccalaureate degree (in any area). Effective fall 2014 through summer 2016. Changes Made to Pilot since its Approval and/or Future Expectations for Pilot: The pilot has been implemented as originally proposed and approved. The university considers this pilot to be successful and will seek approval to continue this pricing model after the completion of the pilot period. Assessment Criteria Cohort Access Headcount Pell Recipients Percent Pell Recipients Headcount Nonmajority Students Percent Nonmajority Other: Cohort Enrollment Fall FTE Students Fall Headcount Students Annualized FTE Students * Annual Revenue Associated with Cohort Tuition Revenue New Pilot Student Fee Revenue All Other E&G Fee Revenue Auxiliary Fee Revenue Institutional Financial Aid (negative number) Net Revenue Revenue Increase Due to Normal Rate Changes Prior Year: Fall 2013 Prior Year: Fall 2014 Current Year: Fall 2015 Difference Fall 2014 – Fall 2015 – Fall 2013 Fall 2014 2.00 5.3% 9.00 23.7% 0.00 0.0% 5.00 13.5% 1.00 2.6% 5.00 13.2% (2.00) 1.00 (4.00) 0.00 41.40 38.00 32.37 37.87 38.00 28.83 38.93 39.00 28.20 (3.53) 0.00 (3.53) 1.06 1.00 (0.63) 2015/16 Annual * $211,037 52,334 47,176 14,738 0 $325,285 7,896 $(10,344) 52,159 3,219 (16,676) (14,550) $13,808 3,158 $803 175 1,745 (534) 17,050 $19,239 (3,839) 2013/14 Annual $220,578 0 42,212 31,948 (2,500) $292,238 8,577 2014/15 Annual $210,234 52,159 45,431 15,272 (17,050) $306,046 11,735 *FY15/16 data is estimated. Observations: Edinboro University’s 25% tuition surcharge for the BSN—Innovative Nursing Program took effect for all students in the program beginning fall 2014. In 2014/15, transitional financial aid was provided for students who were already enrolled in the program. These students have completed the program; there is no need to provide additional financial aid for students in this post-baccalaureate program. Demand for this program continued to be strong for the current fiscal year. However, in 2014 NCLEX pass rates for the traditional BSN program fell and the State Board of Nursing placed the programs on probation. Note that the Innovative program pass rates have continued to be over 90%. Quick steps were taken to address the traditional BSN program problem and pass rates for 2015 rose to 91%, and probation status was removed. We believe that probation has affected application rates, more so than the fee. At this point, we anticipate that we will achieve a full cohort for the Innovative program, but the backlog of applicants no longer exists. We are in the process of carrying out a marketing campaign to clear up any confusion that exists with regard to the status of the program. 20 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Pricing Flexibility Pilot for Student Fees Pilot/Title: ED03 — Art Course Fee Brief Synopsis of Pilot, as Approved by Board of Governors: Charge a course-specific instructional fee of 5% of the per-credit tuition rate for all students enrolled in a course with an ART prefix. For example, for an in-state student taking a three-credit Art course, the fee was $42.60 for fall 2014, and $44.10 for fall 2015. Effective fall 2014 through summer 2016. Changes Made to Pilot since its Approval and/or Future Expectations of Pilot: The pilot has been implemented as originally proposed and approved. The university considers this pilot to be successful and will seek approval to continue this pricing model after the completion of the pilot period. Assessment Criteria: Cohort Access Headcount Pell Recipients Percent Pell Recipients Headcount Nonmajority Students Percent Nonmajority Other: Cohort Enrollment Fall FTE Students Fall Headcount Students Total Annualized FTE Students taking Art Courses * Annualized FTE Students created by Art Courses * Annual Revenue Associated with Cohort Tuition Revenue New Pilot Student Fee Revenue All Other E&G Fee Revenue Auxiliary Fee Revenue Institutional Financial Aid (negative number) Net Revenue Revenue Increase Due to Normal Rate Changes Prior Year: Fall 2013 Prior Year: Fall 2014 Current Year: Fall 2015 Difference Fall 2014 – Fall 2015 – Fall 2013 Fall 2014 323.00 42.8% 54.00 7.3% 295.00 43.3% 58.00 8.7% 258.00 39.4% 52.00 8.2% (28.00) (37.00) 4.00 (6.00) 702.70 754.00 762.98 353.00 643.42 682.00 699.75 324.33 620.08 655.00 640.73 307.89 (59.28) (72.00) (63.23) (28.68) (23.34) (27.00) (59.02) (16.44) $(205,852) 148,371 265,438 (118,086) (70,421) $19,450 82,610 $(193,478) 2,027 (40,690) (151,798) (252,849) $(636,788) (105,394) 2013/14 Annual $5,722,234 $0 932,725 3,991,061 (444,558) $10,201,462 202,188 2014/15 Annual $5,516,382 148,371 1,198,163 3,872,975 (514,979) $10,220,912 284,798 2015/16 Annual * $5,322,904 150,398 1,157,473 3,721,177 (767,828) $9,584,124 179,404 *FY15/16 data is estimated. Observations: The implementation of the Art fee has helped the university to cover higher costs associated with the nature of studio arts courses. These fees also assist in maintaining the specialized accreditation associated with each Art area to ensure the department’s ongoing viability. In the two years since the fee was instituted, Edinboro’s enrollments have decreased by 7.7%. Although the enrollments in studio arts have decreased more significantly than that of the University, it is not believed that this is a result of the implementation of the fee. In fact, the enrollment decrease in fall 2015 (-4.0%) is slightly better than the decrease in total university enrollments (-4.2%). The proportion of students impacted by this fee who receive Pell grants remains significant at nearly 41% compared to an Edinboro University overall average of 46%, and nonmajority representation as a percentage of all students has increased slightly. In both fall 2014 and fall 2015, Edinboro University significantly increased levels of institutional financial aid for students impacted by this fee. 21 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Pricing Flexibility Pilot for Student Fees Pilot/Title: ED04 — Undergraduate Nursing Program Fee Brief Synopsis of Pilot, as Approved by Board of Governors: Charge a program-specific instructional fee of 25% of the applicable tuition rate to all students enrolled in an undergraduate nursing program. Effective fall 2015 through summer 2017. Changes Made to Pilot since its Approval and/or Future Expectations of Pilot: N/A Difference Assessment Criteria Prior Year: Fall 2013 Cohort Access Headcount Pell Recipients Percent Pell Recipients Headcount Nonmajority Students Percent Nonmajority Other: 96.00 37.4% 14.00 5.6% Cohort Enrollment Fall FTE Students Fall Headcount Students Annualized FTE Students * Annual Revenue Associated with Cohort Tuition Revenue New Pilot Student Fee Revenue All Other E&G Fee Revenue Auxiliary Fee Revenue Institutional Financial Aid (negative number) Net Revenue Revenue Increase due to Normal Rate Changes Prior Year: Fall 2014 253.83 257.00 240.30 2013/14 Annual $0 0 2014/15 Annual $1,986,139 0 428,539 1,476,557 (132,228) $3,759,007 97,802 Current Year: Fall 2015 81.00 34.8% 10.00 4.4% 224.37 233.00 222.77 2015/16 Annual * $1,804,595 401,377 389,988 1,324,611 (388,511) $3,532,060 62,375 Fall 2014 – Fall 2013 Fall 2015 – Fall 2014 96.00 (15.00) 14.00 (4.00) 253.83 257.00 240.30 (29.46) (24.00) (17.53) $1,986,139 0 428,539 1,476,557 (132,228) $3,759,007 97,802 $(181,544) 401,377 (38,551) (151,946) (256,283) $(226,947) (35,427) *FY15/16 data is estimated. Observations: The Pilot BSN Fee Revenue was implemented during the Fall 2015 semester. Students had been notified ahead of time that this fee was being implemented. Demand for this program continued to be strong for the current fiscal year. However, in 2014 NCLEX pass rates for the BSN program fell and the State Board of Nursing placed the programs on probation. Quick steps were taken to address the traditional BSN program problem and pass rates for 2015 rose to 91%, and probation status was removed. We believe that probation has affected application rates, more so than the fee. At this point, we are working hard to recruit a full cohort of students, including transfer students. We are in the process of carrying out a marketing campaign to clear up any confusion that exists with regard to the status of the program. While we are not ruling out the fact that the fee may be having some detrimental effect on enrollment, we believe that, even with the increased cost, the total cost of education at Edinboro University remains much lower that the other nursing programs in the region. We are closely monitoring this pilot. 22 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Pricing Flexibility Pilot for Student Fees Pilot/Title: ED04 — STEM-H Course Fee Brief Synopsis of Pilot, as Approved by Board of Governors: Charge a differential fee of $30 per credit for high-cost/high demand STEM-H courses, excluding specific courses required for nursing students. The feel will be reviewed annually; and may be adjusted, not to exceed a ten percent increase per year. Effective fall 2016 through summer 2018. Changes Made to Pilot since its Approval and/or Future Expectations of Pilot: N/A Assessment Criteria: Prior Year: Fall 2013 Prior Year: Fall 2014 Current Year: Fall 2015 Cohort Access Headcount Pell Recipients Percent Pell Recipients Headcount Nonmajority Students Percent Nonmajority Other: Cohort Enrollment Fall FTE Students Fall Headcount Students Annualized FTE Students Annual Revenue Associated with Cohort Tuition Revenue New Pilot Student Fee Revenue All Other E&G Fee Revenue Auxiliary Fee Revenue Institutional Financial Aid (negative number) Net Revenue Revenue Increase due to Normal Rate Changes 2013/14 Annual 2014/15 Annual $0 Observations: 23 Difference Fall 2014 – Fall 2015 – Fall 2013 Fall 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 $0 0 0 0 0 $0 0 $0 0 0 0 0 $0 0 2015/16 Annual $0 $0 EDINBORO UNIVERSITY OF PENNSYLVANIA 2015/2016 ACTION PLAN Pricing Flexibility Pilot for Reduced Tuition Pilot/Title: ED01 — Out-of-State Tuition Brief Synopsis of Pilot, as Approved by Board of Governors: Charge 105% of the in-state tuition rate to all newly enrolled domestic out-of-state undergraduate students. Effective fall 2014 through summer 2016. Changes Made to Pilot since its Approval and/or Future Expectations of Pilot: The Board of Governors approved the extension of this pilot through summer 2017. Assessment Criteria: Cohort Access Headcount Pell Recipients Percent Pell Recipients Headcount Nonmajority Students Percent Nonmajority Other: Cohort Enrollment Fall FTE Students Fall Headcount Students Annualized FTE Students Annual Revenue Associated with Cohort* Tuition Revenue E&G Fee Revenue Auxiliary Fee Revenue Institutional Financial Aid (negative number) Net Revenue Revenue Increase Due to Normal Rate Changes Prior Year: Fall 2013 84.00 38.0% 50.00 22.9% 210.93 221.00 160.47 2013/14 Annual $6,797,670 1,256,730 4,137,916 (108,021) $12,084,295 $55,896 Prior Year: Fall 2014 Current Year: Fall 2015 113.00 49.1% 62.00 27.8% 180.00 39.2% 104.00 30.3% 219.13 230.00 223.92 445.00 459.00 435.16 2014/15 Annual $6,118,369 1,352,287 4,174,632 (55,125) $11,590,163 $89,186 2015/16 Annual $6,048,210 1,467,319 4,849,347 (488,032) $11,876,844 $124,600 Difference Fall 2014 – Fall 2015 – Fall 2013 Fall 2014 29.00 67.00 12.00 42.00 8.20 9.00 63.45 225.87 229.00 211.24 $(679,301) 95,557 36,716 52,896 $(494,132) $33,289 $(70,159) 115,032 674,715 (432,907) $286,681 $35,414 *Includes revenue from all out-of-state students. Observations: Edinboro's out-of-state tuition reduction pilot is in its second year. The analysis above compares the characteristics of entering fall cohorts from fall 2013, 2014, and 2015. In its first year of implementation, Edinboro did not have the benefit of a full recruitment cycle and enrollments increased by only 9 (headcount) compared to the base year. In 2015, headcount enrollments increased by an additional 61 students with no significant changes in student demographics. The revenue analysis shown above compares total undergraduate out-of-state revenues for the last year before implementation of the pilot (2013/14) as well as for 2014/15 and 2015/16. Despite the increases in headcount enrollments, tuition revenues have decreased each year as out-of-state students paying the higher 150% rate are graduating. In addition, institutional financial aid associated with new students has increased significantly; Edinboro cannot definitively state that the additional recruitments are the result of the lower tuition rate, or (instead) the result of increased institutional financial aid. It is likely a combination of both factors that yielded additional students in fall 2015. From a net revenue perspective, the additional enrollments have benefited Auxiliary Fee Revenue significantly, at some considerable expense to E&G revenues for tuition and fees. Some portion of this Auxiliary Fee Revenue increase is attributable to reductions in on-campus housing availability in order to promote (higher cost) use of privatized housing on campus. The fee revenues shown include new fees for Art, Music and Nursing programs. While overall revenues from the pilot are positive, the loss of E&G revenue at a time when Edinboro is struggling with E&G budget deficits is problematic for core academic programs. In addition, Edinboro will soon reach its 5% caps on institutional financial aid and cannot continue to offer aid at these levels to incoming classes. Edinboro is evaluating alternative pricing strategies to achieve institutional financial and program goals, including allowing this pilot to lapse in Summer 2017. 24 P E N N S Y L V A N I A ’ S S T A T E S Y S T E M O F H I G H E R E D U C A T I O N Edinboro University 2016 Action Plan Highlights Interim President David J. Werner April 6, 2016 P E N N S Y L V A N I A ’ S S T A T E S Y S T E M O F H I G H E R E D U C A T I O N Edinboro University Highlights: • Continued Mission focus on Student Success, Diversity, & Meeting Regional Needs • Learning Commons development, Starfish Retention Solutions, new Conditional Admissions program • Porreco College Success • Strategy for long-term financial viability P E N N S Y L V A N I A ’ S S T A T E S Y S T E M O F H I G H E R E D U C A T I O N Edinboro University Programs of Distinction New/Emerging Programs • Arts and Digital Entertainment • • • Mental and Social Health • Services • • Business • • • • Adaptive Physical Education (G) Business Analytics (U) Business Programming (G) Cybersecurity (U) Electric Utilities Technology (U) Industrial/Org Psychology (U,G) Music Therapy (U) Nursing Psychology (G) P E N N S Y L V A N I A ’ S S T A T E S Y S T E M O F H I G H E R E D U C A T I O N Edinboro University Budget Realignment Highlights • Expenditure Reductions and Strategic Investments • Targeted reductions to E&G expenditures per budget model • Energy efficiency projects to reduce operating costs • Roof replacements and other deferred maintenance • Learning Commons/Library transformation investment • Dearborn Hall renovation • Out-of-State 105% Tuition Pilot • Limited generation of new enrollments • Negative impact on E&G tuition and fee revenues • Positive impact on Auxiliary revenues • Continued evaluation of alternative pricing strategies P E N N S Y L V A N I A ’ S S T A T E S Y S T E M O F H I G H E R Edinboro University Enrollment Trends/Highlights Fall Headcount Enrollment 10000 9000 8000 7000 6000 5000 4000 3000 2000 1000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 • • • • • Stability in enrollment management leadership Improved Admissions Office processes Improved processes for transfer students Customer Relations Management software investment Faculty engagement in recruitment E D U C A T I O N P E N N S Y L V A N I A ’ S S T A T E S Y S T E M O F H I G H E R E D U C A T I O N Edinboro University Emerging Opportunities and Challenges Challenges • • • • Unfavorable high school demographics Uncertain State financial support State Authorization for online programs Financial sustainment of high-quality, high-cost programs Opportunities • • • • Expansion of graduate programming, particularly online Porreco College Consolidation of physical plant for efficiency Expertise in Forensics Council of Trustees Tuesday, April 12, 2016 Committee Meeting 10:00 a.m. – Noon 12:00 p.m. AGENDA Advancement (Ms. Tina Mengine, Vice President for University Advancement) • Update Advancement Results Council of Trustees Tuesday, April 12, 2016 Committee Meeting 10:00 a.m. – Noon 12:00 p.m. AGENDA Student Affairs (Dr. Kahan Sablo, Vice President for Student Affairs) • Update Student Government Association Edinboro University of Pennsylvania Council of Trustees Quarterly Business Meeting Tuesday, April 12, 2016 2:00 p.m. Crawford Center Conference Room AGENDA • Roll Call • Public Comment Period • Old Business Action Minutes – Special Meeting held on March 16, 2016 Minutes – Meeting held on December 11, 2015 • Interim President David J. Werner – President’s Report to the Council of Trustees • New Business Executive – Action Resolution Honoring the Contributions of Shaquan A. Walker Academic Affairs (Dr. Michael Hannan, Provost and Vice President for Academic Affairs) Information – Academic Affairs Academic Affairs Report Individuals Granted Sabbatical Leave 2017-2018 Individuals Granted Emeritus Status Program Moratoria, Program Revision (new track to existing program) and Program Revisions Finance and Administration (Mr. Guilbert Brown, Vice President for Finance and Administration) Action – Finance and Administration Interim President Werner recommends approval of Contracts and Purchases as reviewed by the Council of Trustees for the period November 1-30 and December 1-31, 2015; January 1-31 and February 1-29, 2016. Information – Finance and Administration Finance and Administration Report Personnel transactions since December 11, 2015 -2AGENDA Edinboro University of Pennsylvania Council of Trustees Tuesday, April 12, 2016 Student Affairs (Dr. Kahan Sablo, Vice President for Student Affairs) Information - Student Affairs Student Affairs Report University Advancement (Ms. Tina Mengine, Vice President for University Advancement) Information – University Advancement University Advancement Report Gifts-in-Kind received since December 11, 2015 Executive (COT Chair Dennis Frampton) Information – Executive Update by Presidential Search Committee Chair Harold Shields • Executive Committee/Representative Reports PACT Executive Committee Report (Trustee Harold Shields)  2016 Spring PACT Leadership Conference March 31 – April 1, 2016 Harrisburg Hilton & Towers Next meeting – Study Session on May 6, 2016 Next quarterly business meeting of Edinboro University Council of Trustees Tuesday, July 26, 2016 Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • Old Business Action Minutes – Special Meeting held on March 16, 2016 Minutes – Meeting held on December 11, 2015 Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • New Business Executive (COT Chair Dennis Frampton) Action Resolution Honoring the Contributions of Shaquan A. Walker Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • New Business Academic Affairs (Dr. Michael Hannan, Provost and Vice President for Academic Affairs) Information – Academic Affairs Academic Affairs Report Individual Granted Sabbatical Leave 2017-2018 Individuals Granted Emeritus Status – December 2015 Program Moratoria, Program Revision (new track to existing program) and Program Revisions Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • New Business Finance and Administration (Mr. Guilbert Brown, Vice President for Finance and Administration) Action – Finance and Administration Interim President Werner recommends approval of Contracts and Purchases as reviewed by the Council of Trustees for the period November 1-30 and December 1-31, 2015; January 1-31 and February 1-29, 2016. Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • New Business Finance and Administration (Mr. Gil Brown, Vice President for Finance and Administration) Information – Finance and Administration Finance and Administration Report Personnel transactions since December 11, 2015 Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • New Business Student Affairs (Dr. Kahan Sablo, Vice President for Student Affairs) Information - Student Affairs Student Affairs Report Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • New Business University Advancement Information – University Advancement University Advancement Report Gifts-in-Kind received since December 11, 2015 Council of Trustees Tuesday, April 12, 2016 Public Meeting 2:00 p.m. Crawford Center Conference Room AGENDA • Executive Committee/Representative Reports PACT Executive Committee Report (Trustee Harold Shields)  2016 Spring PACT Leadership Conference March 31 – April 1, 2016 Harrisburg Hilton & Towers P E N N S Y LVA N IA’ S S TATE S Y S TE M OF H IGH E R E D U C ATION CLARION UNIVERSITY PACT Pennsylvania Association of Councils of Trustees Aligning Our Future: Opportunities and Challenges PACT 2016 Spring Conference March 31 - April 1, 2016 Hilton Harrisburg Hotel PACT 2016 Spring Conference Aligning Our Future: Opportunities and Challenges Welcome, and thank you for taking time to be with us during our Spring Conference. I sent a note to all of the trustees at the beginning of the year. Those words are worth repeating. As trustees of our universities, we have a great responsibility. Part of that responsibility is to know and understand the role of the trustee, especially in our current higher education environment. The Pennsylvania Association Council of Trustees (PACT) is your organization. As an officer of the organization, I am responsible to ensure that the purpose of the organization is fulfilled. As stated in our by-laws, in part; "The primary purpose of PACT is to educate trustees on national trends in higher education, to apprise trustees of issues facing the State System and establish a network of trustees to convey trustees' views to the Chancellor Harold C. Shields and Board of Governors, and to provide professional development PACT Interim President opportunities.” Edinboro University For PACT to be an effective organization it must be in alignment with the of Pennsylvania Trustee State System. Taking that concept to its roots, the trustee, the University Member, Pennsylvania’s and the State System must be in alignment to be most effective. I am sure State System of Higher we have all suffered alignment issues with our cars. The effect of Education Board of misalignment, if not corrected, is difficulty with steering, uneven tire wear Governors and overall reduction of efficiency. Part of the role of PACT is to help develop and maintain that alignment through engagement and education of our trustees. We need you to be an “activist” in the process. The conference planning committee has done an outstanding job of bringing topics and presenters to help us understand where we are headed in higher education and the tools and concepts we need to increase and maintain our alignment. Take time this evening and tomorrow to network with your colleagues, share your ideas, and challenge concepts, but most of all have an enjoyable time. PACT Pennsylvania Association of Councils of Trustees Schedule-at-a-Glance Thursday, March 31, 2016 8:00 a.m. – 10:30 a.m. COUNCIL CHAIRS MEETING Bridgeport 9:00 a.m. – 12:30 p.m. EXECUTIVE ASSISTANTS RETREAT The New Governor Board Rm 10:30 a.m. – 12:30 p.m. JOINT PACT EXECUTIVE BOARD AND COUNCIL OF CHAIRS MEETING Leland 11:30 p.m. – 4:00 p.m. STUDENT LEADERSHIP WORKSHOP: Personal Branding to Take to the Network Bridgeport 12:00 p.m. – 5:00 p.m. REGISTRATION Outside Allegheny 1:00 p.m. –1:30 p.m. CONFERENCE WELCOME AND OPENING REMARKS Allegheny/Susquehanna 1:30 p.m. – 2:45 p.m. OPENING KEYNOTE SESSION: Degrees of Value: College Majors and the Pennsylvania’s State System’s Contribution to the Workforce Allegheny/Susquehanna 3:00 p.m. – 4:00 p.m. FACILITATED WORKSHOP SESSIONS: 4:15 p.m. – 5:15 p.m. Program Alignment Toolkit s Delaware Aligning Programs for Effective Transitions l Juniata FACILITATED WORKSHOP SESSIONS: Program Alignment Toolkit l Delaware Aligning Programs for Effective Transitions s Juniata 5:30 p.m. – 6:30 p.m. NETWORKING RECEPTION Outside York/Lebanon 6:30 p.m. – 8:30 p.m. DINNER: PACT Business Meeting and Plenary Session York/Lebanon Friday, April 1, 2016 7:00 a.m. – 9:00 a.m. REGISTRATION Outside Allegheny 7:00 a.m. BREAKFAST Allegheny/Susquehanna 8:00 a.m. – 9:00 a.m PLENARY SESSION: Pennsylvania and the Road to Higher Education 2025 Allegheny/Susquehanna 9:15 a.m. – 10:15 a.m. FACILITATED WORKSHOP SESSIONS: 10:15 a.m. – 11:15 a.m. The Evolving Role of Trustees in Academic Affairs s Metropolitan Room B Building Successful Partnerships to Align Resources l Metropolitan Room C FACILITATED WORKSHOP SESSIONS: The Evolving Role of Trustees in Academic Affairs l Metropolitan Room B Building Successful Partnerships to Align Resources s Metropolitan Room C 11:30 a.m. – 12:30 p.m. STATE SYSTEM PLENARY PANEL SESSION: Modernizing the State System: Strategically Positioning the System for the Future Juniata/Delaware 12:45 p.m. – 1:30 p.m. FACILITATED LUNCH SESSION & CLOSING REMARKS Allegheny/Susquehanna PACT 2016 Spring Conference Aligning Our Future: Opportunities and Challenges Thursday, March 31, 2016 8:00 a.m. – 10:30 a.m. COUNCIL CHAIRS MEETING 9:00 a.m. – 12:30 p.m. EXECUTIVE ASSISTANTS RETREAT Bridgeport The New Governor Board Room 10:30 a.m. – 12:30 p.m. JOINT PACT EXECUTIVE BOARD AND COUNCIL CHAIRS MEETING 11:30 p.m. – 4:00 p.m. STUDENT LEADERSHIP WORKSHOP: Personal Branding Leland Bridgeport to Take to the Network Personal branding has become an essential part of successful lifelong career management. Are you memorable? Have you painted a clear, sustainable, and differentiating picture of what you will deliver? Today's marketplace is crowded with competent professionals who all have talents and expertise. To effectively manage your future (and even part-time present) career opportunities, you must rethink your approach by focusing on those unique skills and attributes that differentiate YOU. In this highly interactive session, you will learn the steps to proactively develop and manage your unique brand including: ŸHaving a clear sense of your goals, knowing your strengths, what you stand for, and communicating that in such a way that it attracts attention and offers a unique value to others. ŸLeveraging your brand across platforms with a consistent message and image. ŸDeveloping a personal branding statement that describes who you are, where you add value, and serves to differentiate you. ŸMaximizing your visibility. Everything you do can have the potential to enhance or detract from the impression you create with others. Facilitators: Ms. Anita M. Krick, Vice President Business Development Consultant, Right Management Ms. Angela Long, Senior Career Management Consultant, Right Management 12:00 p.m. – 5:00 p.m. REGISTRATION Outside Allegheny/Susquehanna Full Schedule 1:00 p.m. – 1:30 p.m. CONFERENCE WELCOME AND OPENING REMARKS Allegheny/Susquehanna Mr. Harold C. Shields, PACT Interim President, Edinboro University of Pennsylvania Trustee, Member, Pennsylvania's State System of Higher Education Board of Governors Mr. Frank T. Brogan, Chancellor, Pennsylvania’s State System of Higher Education 1:30 p.m. – 2:45 p.m. OPENING KEYNOTE SESSION: Degrees of Value: College Majors Allegheny/Susquehanna and the Pennsylvania State System’s Contribution to the Workforce The State System's Gap Analysis Project is in direct response to the State System's strategic plan, Rising to the Challenge 2020 and is a means to get a handle on the big economic picture for the Commonwealth and its regions. The project had three research phases with the first being possible with a unique collaboration with Georgetown University's Center on Education and the Workforce (CEW). CEW is a premier independent non-profit research and policy institute that studies the link between education, career qualifications, and the workforce. The Georgetown team that worked on the report, 'Degrees of Value: College Majors and the Pennsylvania State System's Contribution to the Workforce' included Anthony P. Carnevale, Cary Lou, and Neil Ridley. In this session Mr. Cary Lou, Senior Analyst at CEW, and Dr. Sue Mukherjee, Assistant Vice Chancellor, Educational Intelligence at Pennsylvania's State System of Higher Education, will discuss key findings from this research which illustrates the increasing importance of bachelor's degree holders in the Commonwealth's workforce and contextualizes the role the State System plays in Pennsylvania's Baccalaureate sector. Presenter(s): Mr. Cary Lou, Senior Analyst, Center on Education and the Workforce, Georgetown University Dr. Sue Mukherjee, Assistant Vice Chancellor, Educational Intelligence, Pennsylvania's State System of Higher Education Moderator: Mr. Frank T. Brogan, Chancellor, Pennsylvania’s State System of Higher Education 3:00 p.m. – 4:00 p.m. FACILITATED WORKSHOP SESSIONS: Program Alignment Toolkit Delaware New realities require new strategies. The economic environment has changed dramatically in the past decade and setting a university's educational strategy requires linking higher education strategic planning with a region's workforce needs to the extent possible. In response to the 21st century changing labor market landscape, the State System has been looking at ways to supplement the existing work that is going on in its 14 universities to prepare students for a lifetime of productive employment. An important resource in this effort is the State System's Program Alignment Toolkit. The toolkit is an infrastructure of resources being developed to help the universities individually and collectively connect better with the state's economy. In this presentation, the high impact strategies that are a part of the Program Alignment Toolkit will be discussed with a deep-dive into one of the key elements of the toolkit, the State System's gap analysis project which is an example of resources being developed by the State System to increase effectivity of higher education governance in this new era of economic realities. Presenters: Dr. Kathleen M. Howley, Deputy Vice Chancellor for Academic and Student Affairs, Pennsylvania's State System of Higher Education Dr. Sue Mukherjee, Assistant Vice Chancellor, Educational Intelligence, Pennsylvania's State System of Higher Education PACT 2016 Spring Conference Aligning Programs for Effective Transitions Juniata Just as important as better aligning our academic programs to the realities of workforce needs in the Commonwealth, is better aligning what we know about students coming to our universities and how effectively they are learning. Tools and measurements that were once simple, have given way to an increasing array of information about students that can be used to support their learning. And with the explosive growth in data and information, making use of it through predictive analytics to better align students for success is increasingly important to universities. This session will highlight some of the tools and strategies available to universities. Presenters: Dr. Alberto Acereda, Senior Director, Educational Testing Service (ETS) Mr. Andrew W. Hannah, CEO, Othot, Adjunct Professor and Entrepreneur in Residence, University of Pittsburgh College of Business Administration Moderator: Dr. Peter H. Garland, Executive Vice Chancellor and Chief Academic Officer, Pennsylvania's State System of Higher Education 4:15 p.m. – 5:15 p.m. FACILITATED WORKSHOP SESSIONS: Program Alignment Toolkit Delaware Aligning Programs for Effective Transitions Juniata See Session Descriptions Above. 5:30 p.m. – 6:30 p.m. NETWORKING RECEPTION 6:30 p.m. – 8:30 p.m. DINNER: Outside York/Lebanon York/Lebanon PACT Business Meeting and Presidents Panel Session PACT Business Meeting: A brief session to conduct the necessary business of our non-profit association, which represents the interests of all 14 Councils of Trustees and their members. Presidents Panel Session: Listening to the Voices of 21st Century Students University campuses throughout the country are being challenged in matters of campus diversity and inclusiveness, particularly how (and how quickly) universities are responding to campus incidents involving under-represented minorities. Student leaders are increasingly challenging campus policies and practices as well as the commitment of university leadership to inclusiveness and fair treatment. While there has been much discussion of incidents at the University of Missouri, Princeton University, and others, this session will discuss events at State System universities and how they have been and will continue to be addressed. Pesenters: Dr. Michael A. Driscoll, President, Indiana University of Pennsylvania Dr. Karen M. Whitney, President, Clarion University of Pennsylvania Moderator: Mr. Harold C. Shields, PACT Interim President, Edinboro University of Pennsylvania Trustee, Member, Pennsylvania's State System of Higher Education Board of Governors Full Schedule Friday, April 1, 2015 7:00 a.m. – 9:00 a.m. REGISTRATION 7:00 a.m. BREAKFAST 8:00 a.m. – 9:00 a.m. PLENARY SESSION: Outside Allegheny/Susquehanna Allegheny/Susquehanna Allegheny/Susquehanna Pennsylvania and the Road to Higher Education in 2025 Higher education has been an American success story. But will that continue to be the case, as a new majority arrives at our institutions and we see evidence of a widening gap between the haves and have nots? What will it take to ensure that higher education stands as a bridge to opportunity and not a barrier? Dan Greenstein, Director of Postsecondary Success at the Bill & Melinda Gates Foundation, will outline the critical choices colleges and universities in Pennsylvania and nationally face in the years ahead and highlight the work of leading institutions in tackling those choices. Presenter: Dr. Daniel Greenstein, Director of Education, Postsecondary Success, United States Program, Bill & Melinda Gates Foundation Moderator: Dr. Peter H. Garland, Executive Vice Chancellor, and Chief Academic Officer, Pennsylvania's State System of Higher Education 9:15 a.m. – 10:15 a.m. FACILITATED WORKSHOP SESSIONS: The Evolving Role of Trustees in Academic Affairs Metropolitan B Demands for accountability, transparency, and relevance have never been greater for the State System and its 14 universities. State funding for our universities continues to be a challenge. The competitive higher education marketspace in the Commonwealth and beyond continues to escalate rapidly. The universities clearly are evolving, updating their traditional array of academic programs and developing new ones that match the changing skill sets employers require today. The Program Alignment toolkit is a key element of the System's commitment to "supplement and complement the great work done by our universities." Trustees must embrace their role in the oversight of educational quality and preparedness of graduates to meet workforce needs with a new vigor. This oversight, especially in a climate of greater accountability and challenging financial circumstances, is a key element of a trustee's fiduciary responsibilities. In light of these changing times, the evolving roles and responsibilities of trustees in the oversight of educational quality and student success will be examined. Presenters: Dr. R. Lorraine Bernotsky, Provost and Vice President for Academic Affairs, West Chester University of Pennsylvania Dr. Kathleen M. Howley, Deputy Vice Chancellor for Academic and Student Affairs, Pennsylvania's State System of Higher Education Mr. Aaron A. Walton, California University of Pennsylvania Trustee, Member, Pennsylvania's State System of Higher Education Board of Governors PACT 2016 Spring Conference Metropolitan C Building Successful Partnerships to Align Resources The State System is a national leader in public/private partnerships (particularly student housing) and services shared across universities. The nature of some of those partnerships and services are changing, and this session will provide an update on efforts by universities to purchase student housing and university-initiated efforts to share services. Presenters: Mr. James S. Dillon, Vice Chancellor for Administration and Finance, Pennsylvania's State System of Higher Education Mr. Dennis R. Frampton, President/CEO of C&J Industries; Chair, Edinboro University Council of Trustees Mr. Robert J. Thorn, Vice President for Administration and Finance, California University of Pennsylvania 10:15 a.m. – 11:15 a.m. FACILITATED WORKSHOP SESSIONS: The Evolving Role of Trustees in Academic Affairs Metropolitan B Building Successful Partnerships to Align Resources Metropolitan C See Session Descriptions Above. 11:30 a.m. – 12:30 p.m. STATE SYSTEM PLENARY PANEL SESSION: Modernizing the State System: Strategically Positioning the System for the Future Juniata/Delaware Trustees are well aware of the pressures on System universities due to enrollment challenges, declining state appropriations, and operational constraints that call for new models. The conversation has begun about the future of the System, how it should be organized and operated. This session will provide a dynamic conversation with State System leadership, facilitated through a “press club” format. Presenters: Mr. Frank T. Brogan, Chancellor, Pennsylvania's State System of Higher Education Mr. Guido M. Pichini, Chair, Pennsylvania's State System of Higher Education Board of Governors; Kutztown University of Pennsylvania Trustee Moderator: Mr. David W. Patti, President & CEO, Pennsylvania Business Council 12:45 a.m. – 1:30 p.m. FACILITATED LUNCH SESSION & CLOSING REMARKS Allegheny/Susquehanna Moderator: Mr. Harold C. Shields, PACT Interim President, Edinboro University Council of Trustees, Member, Pennsylvania’s State System of Higher Education Board of Governors PACT 2016 SPRING CONFERENCE ADJOURNS Conference Presenters Aligning Our Future: Conference Presenters Opportunities and Challenges Dr. Alberto Acereda Senior Strategic Advisor, Global Education, Educational Testing Service (ETS) Dr. Alberto Acereda moved from Spain to the United States in 1988. He is senior director of business development in the Global Education Division at Educational Testing Service (ETS) in Princeton, New Jersey. He focuses on strategic planning with colleges and universities in order to create solutions for student success and student learning outcome assessments, leading to better academic experience for all learners and students. For almost 20 years and until 2012, he worked as a tenured full professor and also as an administrator in several universities around the country. Acereda also has been a visiting scholar and professor at different colleges and universities in Europe and in the U.S., most recently at the University of Pennsylvania. Acereda has published several books and numerous research articles and he serves on the editorial board of several scholarly journals. He is a member of the North American Academy of the Spanish Language, a branch of the Royal Spanish Academy. Dr. Lorraine (Laurie) Bernotsky Provost and Vice President for Academic Affairs, West Chester University of Pennsylvania (WCU) Dr. Laurie Bernotsky oversees the Academic Affairs Division which is comprised of five colleges offering over 100 academic degree programs and houses the Office of Institutional Research, the Center for International programs, the offices of undergraduate admissions, enrollment management, financial aid, graduate studies, and undergraduate student support services. Prior to assuming this role, Dr. Bernotsky served as Associate Provost and Dean of Graduate Studies at WCU. As a faculty leader, Dr. Bernotsky founded and served as Director of the Master of Public Administration (MPA) program, revising an existing graduate program that had been languishing, to meet the needs of students and regional employers. Dr. Bernotsky earned an Master of Philosophy in politics from the University of Oxford and an M.A. in sociology from Temple University before completing her D.Phil. in politics at the University of Oxford in 1996. Her research interests and publications include women in politics, race, class and gender theory, economic development, as well teaching and learning. Her professional publications include policy papers and evaluation studies. Her community and professional activities include leadership of WCU’s Center for Social and Economic Policy Research, founding and leading the WCU’s Legislative Fellows program, and serving on the Leadership Chester County Board of Directors. PACT 2016 Spring Conference Mr. Frank T. Brogan Chancellor, Pennsylvania’s State System of Higher Education Frank T. Brogan became the fourth chancellor of Pennsylvania's State System of Higher Education on October 1, 2013. A lifelong educator, Mr. Brogan previously served as chancellor of the State University System of Florida, was president of Florida Atlantic University, and was twice elected lieutenant governor of the state of Florida. As chancellor, he serves as the chief executive officer of the State System, which operates 14 comprehensive universities with a combined enrollment of about 110,000 students. The chancellor works with the Board of Governors to recommend and develop overall policies for the System. He began his academic career as a teacher at Port Salerno Elementary School in Martin County, Florida. After working his way up through the Martin County School System—including serving six years as superintendent—he was elected Florida's Commissioner of Education in 1995. A native of Ohio, Mr. Brogan was the first member of his family to attend college, earning a bachelor's degree in education (magna cum laude) from the University of Cincinnati and a master's degree in education from Florida Atlantic University. Dr. Michael A. Driscoll President, Indiana University of Pennsylvania Dr. Michael A. Driscoll was named president of Indiana University of Pennsylvania effective July 1, 2012. He previously served as the executive vice chancellor and provost of the University of Alaska Anchorage, a position he took after serving in various posts at Portland State University in Oregon. Dr. Driscoll holds a Bachelor of Science, a Master of Science and a Ph.D., all in electrical engineering, from Michigan State University. He chairs the American Association of State Colleges and Universities' Committee on Economic and Workforce Development and played a lead role in writing the recently adopted statement regarding the economic importance universities have in their host regions. He also holds board memberships on the Pennsylvania Economy League of Greater Pittsburgh and Indiana Healthcare Corporation. To combat the national problem of college student binge drinking on the local level, Dr. Driscoll convened a university and community partnership in consultation with the Pennsylvania Emergency Management Agency to curb dangerous behaviors that affect not only students but also the surrounding community. Mr. Dennis R. Frampton President/CEO of C&J Industries Chair, Edinboro University Council of Trustees Dennis Frampton is President/CEO of C&J Industries, a Crawford County plastics manufacturer specializing in complex, high-precision injection molded components and assemblies. He has been a member of the Edinboro University Council of Trustees since 2010, vice chairman since 2011, and chairman since 2015. He is a current member of the Edinboro University Foundation, and has been credited with helping to raise hundreds of thousands of dollars for Edinboro scholarships and was instrumental in the establishment of Edinboro University in Meadville – The Joseph T. Buba Center. In addition to his volunteer efforts on behalf of Edinboro University, Mr. Frampton has long been active in Conference Presenters Meadville and Crawford County civic organizations and philanthropic and service clubs. A 1989 Edinboro University graduate with a Bachelor of Science degree, Mr. Frampton also earned an Associate of Science degree at the University of Pittsburgh, Titusville, and is a PA State Certified Journeyman Tool and Die Maker. Dr. Daniel Greenstein Director of Education, Postsecondary Success, United States Program, Bill & Melinda Gates Foundation Dr. Daniel Greenstein serves as Director of Education, Postsecondary Success for the Foundation. Greenstein oversees work to substantially increase the number of students that acquire a postsecondary degree or certificate. Before joining the Foundation, Greenstein was Vice Provost for Academic Planning and Programs at the University of California Office of the President, a role in which he acted as the director for UC Online Education – a new effort to integrate online education into the university's undergraduate curriculum, among other accomplishments. Greenstein has led, in some cases founded, several internet-based academic information services in the US (the California Digital Library) and the United Kingdom (the Arts and Humanities Data Service), and served on boards and acted in strategic consulting roles for educational, cultural heritage, and information organizations. He holds degrees from the Universities of Oxford (Ph.D.) and Pennsylvania (M.A., B.A.) and began his professional life as a senior lecturer in Modern History at Glasgow University. Current fascinations include sustaining innovations in higher education that enable more students to acquire affordable high-value credentials. Mr. Andrew W. Hannah CEO, Othot, Adjunct Professor and Entrepreneur in Residence, University of Pittsburgh, College of Business Administration In 2014, Andy and Team founded Othot – a Predictive and Prescriptive Analytics company which has a vertical focus in higher education that helps customers predict, understand and change the future. Othot deploys a proprietary analytics process and leverages state of the art data mining and analytics tools to develop and maintain managed analytics programs for its customers. He has also been named a Senior Advisor and Faculty member of the International Institute of Analytics – the leading research and advisory organization in the field of data analytics. Andy is a Board member and/or advisor to a number of creative and leading organizations such as the Katz Graduate School of Business, Nitride Solutions, and Niche.com. He has served in similar roles at the Organic Electronics Association (Vice Chair of this global industry trade organization), Liquid X Printed Metals, Etcetera Edutainment, Pennsylvania Nanomaterials Commercialization Center, Leadership Pittsburgh, Leadership Development Initiative (Co-founder),the Executive Steering Committee of Pittsburgh's Tech-based Economic Development Strategy and others. He holds an M.B.A. from the University of Pittsburgh with a concentration in marketing and finance and a B.S. in accounting from Penn State. He began his professional career at Deloitte and, in 2003, completed the Carnegie Mellon University Entrepreneurial Management Program. PACT 2016 Spring Conference Ms. Anita M. Krick Vice President, Business Development Consultant, Right Management Anita is responsible for managing key accounts and for marketing Right Management's career transition, organizational consulting and career management services throughout the Lehigh Valley, Philadelphia and surrounding areas. She has been a multiple recipient of Right Management's President's Club and more recently, has been a member of the Manpower Circle of Stars. With 22 years of corporate service to companies such as BankAmerica, Chrysler Corporation and NationsBank, Anita has been personally involved in numerous corporate relocations, acquisitions and mergers. She created the organization's strategy for customer service and subsequently trained over 1,000 employees across the Americas. In addition to her degree from West Chester University, Ms. Krick is a graduate of the Chrysler Quality Institute in Highland, MI, and the Graduate School of Sales Management and Marketing of Sales and Marketing Executives International through Syracuse University. Ms. Angela Long Senior Career Management Consultant, Right Management Angela Long has 20+ years experience in Human Resources, Career Management, Talent Management and Organizational Development, and has served for more than 15 years as a Consultant at Right Management. In that time, she has partnered with clients across a broad range of industries including pharmaceuticals, financial services, information technology and manufacturing to identify business solutions to manage all aspects of the human capital lifecycle. In addition to providing career management leadership in Right's King of Prussia, PA office, she was involved in a number of significant projects, including: successfully managing an 18-month Career Center for a Fortune 500 client in the Consumer Goods industry; supporting a major Career Development initiative for a client in the Financial Services industry, and implementing a talent selection process for a Chemical Manufacturing client to include assessments, conducting interviews, facilitating team simulations, and managing client relations. Angela earned an M.B.A. from the University of Louisville and a bachelor's degree from Winthrop University. Additionally, she is certified in The Birkman Method, Birkman First Look and has received specialized training in the administration of the Myers-Briggs Type Indicator (MBTI), Hogan Personality Inventory, Hogan Development Survey and Hogan Motives, Values and Preferences Inventory. Mr. Cary Lou Senior Analyst, Center on Education and the Workforce, Georgetown University Cary Lou is a Senior Analyst at the Georgetown University Center on Education and the Workforce. He supports policy and research efforts in the development of the Center's new state initiative. This work includes interfacing with and providing operational and policy assistance to states, reviewing and documenting best practices in using data and tools to inform policy, and developing example integrated data tools. Prior to joining the Center, Cary interned at the Brookings Institution, where he supported research on the changing geography of concentrated poverty; the Education Conference Presenters Trust, where he assisted in reviewing the Civil Rights Data Collection; and New America's Education program, where he wrote for the program's blogs and supported research on state exit exams. He holds a Master of Public Policy from Georgetown University's McCourt School of Public Policy, where he conducted research on the relationship between teen, nonmarital childbearing and academic achievement, and a B.A. in history modified with geography from Dartmouth College. Mr. David W. Patti President & CEO, Pennsylvania Business Council David W. Patti is President and CEO of the Pennsylvania Business Council (PBC). Mr. Patti leads PBC's three components: the Policy Roundtable, PEG PAC, and PBC Foundation. Mr. Patti brings to PBC 30 years of government, political and public affairs experience. He serves on Governor Wolf's Advisory Council for Education & Workforce Development. Mr. Patti served in the Ridge Administration as the Chief Operating Officer of Team Pennsylvania and a Special Deputy Secretary in the Department of Community and Economic Development. From 1990 to 1999, Mr. Patti was President and CEO of the Pennsylvania Chemical Industry Council – the state's major trade association for chemical manufacturers – representing about 80 percent of the chemical industry's presence in Pennsylvania. Mr. Patti served previously in the Senate of Pennsylvania in two roles: as the Executive Director of the Local Government Committee and as a policy analyst for economic development. In the mid-1980s, Mr. Patti served as the Communications Director of the Pennsylvania Republican State Committee. Mr. Patti worked as an executive in an internet software firm. Mr. Patti earned a Master of Science in public management and public policy analysis from the Heinz College, Carnegie-Mellon University, and a B.S. in political science from Millersville University. Mr. Guido M. Pichini Chairman, Pennsylvania’s State System of Higher Education Board of Governors Kutztown University of Pennsylvania Trustee Guido M. Pichini is the president/CEO of Security Guards Inc., WSK and Associates Consulting Group, and Vigilant Security Services Inc. of Maryland. He graduated from Kutztown University of Pennsylvania with a bachelor's degree in education/political science and completed graduate studies in public administration there. He served two terms as a councilman in the Borough of Wyomissing Hills and four terms as mayor. He is chair of the Board of Governors of Pennsylvania's State System of Higher Education, the first System university alumnus to serve in that role, and also is a member of Kutztown University's Council of Trustees, having previously served as president of the Pennsylvania Association of Councils of Trustees (PACT). In January 2012, he was appointed by Governor Tom Corbett to serve as a member of the PA Workforce Investment Board and in February 2012, the governor appointed him to the Governor's Advisory Commission on Postsecondary Education. Mr. Robert J. Thorn Vice President for Administration and Finance, California University of Pennsylvania Robert “Bob” Thorn has been vice president for Administration and Finance at California University of Pennsylvania since 2010. In this role he provides leadership and oversight of the University's financial affairs, resource management and strategic direction. Among his notable achievements is the recent acquisition of Cal U's six PACT 2016 Spring Conference on-campus residence halls from the Student Association Inc., an affiliated agency. This acquisition was a first for the University and the State System. Formerly the associate director of accounting/financial aid at Ohio University, Thorn joined California University in 1993 as director of the Office of Financial Aid. He later served as assistant vice president for Administration and Finance. He served on many state advisory committees with the State System and PHEAA and was president of the Pennsylvania Association of Student Financial Aid Administrators in 2002-2003. Thorn holds a bachelor's degree in accounting from Alderson-Broaddus College and an M.Ed. in higher education administration from Ohio University. Mr. Aaron A. Walton California University of Pennsylvania Trustee, Member, Pennsylvania's State System of Higher Education Board of Governors Mr. Aaron A. Walton is a retired Senior Vice President of Highmark, Inc. headquartered in Pittsburgh, PA. During his 40 year tenure with the corporation, his duties and responsibilities ranged from serving as the President and COO of one of Highmark’s subsidiary corporations, Highmark Life and Casualty (formerly Pen-Wel, Inc.) a pension, employee Benefits and 401K administration organization that provided services to 15 Blue Cross Plans throughout the United States to serving as Chairman of Gateway Health Plan, the 8th largest Medicaid HMO in the US. Complimenting Mr. Walton’s corporate tenure was his commitment to the community. He has served on more than 35 nonprofit boards. He is currently a member of California University of Pennsylvania’s Council of Trustees, where he served as Chair from 1999 to 2003. He is a past Vice Chair of the Pennsylvania’s State System of Higher Education Board of Governors and former chair of its Academic Affairs Committee. He is currently a member of the State System’s executive committee and current Chair of its Human Resources Committee. Mr. Walton earned a Bachelor of Science in speech pathology and audiology from California University of Pennsylvania, and a master’s degree in public policy and management from Carnegie Mellon University. Dr. Karen M. Whitney President, Clarion University of Pennsylvania Dr. Karen M. Whitney has served as president of Clarion University of Pennsylvania since July 1, 2010. She formerly was the vice chancellor for student life and Dean of Students at Indiana University-Purdue University Indianapolis (IUPUI) for 11 years. She has more than 30 years of experience in public higher education, having held positions at every level of higher education administration. Dr. Whitney previously served as associate vice president for student life at the University of Texas at San Antonio, where she also held positions as assistant vice president of student life and director of residence life. She also held a number of positions in residence life at the University of Houston. She has a Ph.D. in higher education administration from the University of Texas at Austin and a Master of Arts in public administration and Bachelor of Arts in psychology from the University of Houston. Dr. Whitney teaches, researches, writes, and presents in the areas of higher education finance, administration, law, student development, and student facilities. Program Supporters Thanks to our program supporters. Center on Education and the Workforce, Georgetown University The Georgetown University Center on Education and the Workforce is an independent, nonprofit research and policy institute affiliated with the Georgetown McCourt School of Public Policy that studies the link between education, career qualifications, and workforce demands. The Center conducts research in three core areas with the goal of better aligning education and training with workforce and labor market demand: jobs, skills, and people. www.cew.georgetown.edu Bill & Melinda Gates Foundation The Bill & Melinda Gates Foundation works with partner organizations worldwide to tackle critical problems in four program areas. The Global Development Division works to help the world's poorest people lift themselves out of hunger and poverty. The Global Health Division aims to harness advances in science and technology to save lives in developing countries. The United States Division works to improve U.S. high school and postsecondary education and support vulnerable children and families in Washington State. And the Global Policy & Advocacy Division seeks to build strategic relationships and promote policies that will help advance our work. The Foundation’s approach to grantmaking in all four areas emphasizes collaboration, innovation, risk-taking, and, most importantly, results. www.gatesfoundation.org Educational Testing Service (ETS) ETS advances quality and equity in education for people worldwide by creating assessments based on rigorous research. ETS develops, administers and scores more than 50 million tests annually — including theTOEFL® and TOEIC® tests, the GRE® General and Subject Tests and The Praxis Series™ assessments — in more than 180 countries, at more than 9,000 locations worldwide. In addition to assessments, ETS conducts educational research, analysis and policy studies and develop a variety of customized services and products for teacher certification, English language learning and elementary, secondary and postsecondary education. www.ETS.org Othot Many companies understand what a game-changer predictive analytics could be for their business, but don't have the resources or know-how to develop true predictive analytic models. Othot takes the complexity and cost out of adopting analytics. Whatever the industry, your organization can get accurate, impactful answers to your strategic questions, gaining a competitive advantage now and in the future. www.othot.com Pennsylvania Business Council The Pennsylvania Business Council (PBC) formed in September 2007 by the merger of the Business Roundtable and Pennsylvanians for Effective Government (PEG). PBC envisions a Commonwealth in which residents enjoy a very high quality of life in sustainable communities, where those seeking employment find high quality jobs with good compensation, and where those who invest their capital and hard work can grow firms that flourish and are profitable. In order to create and renew this vision of Pennsylvania, PBC works aggressively to: define key long-term policy strategies and solutions that make the Commonwealth more competitive; and elect candidates to office who offer the best capacity to create and sustain a better Pennsylvania. www.pabusinesscouncil.org Right Management Right Management is a global career expert. Established in 1980, they have over 35 years of experience in career management and talent strategy. In that time, they have put 40,000 people to work every day, conducted over 12 million interviews per year and successfully transitioned more than three million people into new roles. Their solutions are smart and targeted, because they're based on insights gathered from your organization and its leadership. This ensures that they implement strategies and solutions that align with a company's culture, values and vision and objectives. Implementation based on insights delivers measureable results and sets you up for long-term success. www.right.com PACT 2016 Spring Conference Registration Second Floor Registration Conference Logistics PACT 2016 Spring Conference Special thanks to the members of the PACT Executive Board PACT Pennsylvania Association of Councils of Trustees Bloomsburg University Mr. LaRoy G. Davis Kutztown University Mr. John P. Wabby California University Ms. Michele M. Mandell PACT Vice President Lock Haven University Ms. Mary A. Coploff Cheyney University Vacant Mansfield University Mr. Steven M. Crawford Clarion University Ms. Susanne A. Burns Millersville University Dr. William B. McIlwaine PACT Treasurer East Stroudsburg University Mr. Marcus S. Lingenfelter Shippensburg University Ms. Debra D. Gentzler Edinboro University Mr. Harold C. Shields PACT Interim President Slippery Rock University Mr. Jeffrey Smith Indiana University Ms. Susan S. Delaney West Chester University Mr. Eli Silberman PACT Secretary Save the Date PACT 2017 Conference April 19-20, 2017 Sheraton Harrisburg Hershey Hotel Special thanks to the program planning committee Peter H. Garland, Executive Vice Chancellor and Chief Academic Officer, Pennsylvania's State System of Higher Education George F. “Jody” Harpster, President, Shippensburg University of Pennsylvania Jennifer S. Hartman, President and CEO, Pennsylvania's State System of Higher Education Foundation Lorelee Isbell, Director, Continuing Education and Conference Services, Dixon University Center Marcus S. Lingenfelter, PACT Executive Board Member, Vice Chair, East Stroudsburg Council of Trustees Michele M. Mandell, PACT Vice President, California University Council of Trustees Ralph H. Myers, Chair, Mansfield University Council of Trustees Harold C. Shields, PACT Interim President, Edinboro University Council of Trustees, Member, Pennsylvania’s State System of Higher Education Board of Governors John P. “Jack” Wabby, PACT Executive Board Member, Chair, Kutztown University Council of Trustees Charissa Williams, Executive Assistant, Pennsylvania's State System of Higher Education From the Foundation PENNSYLVANIA’S STATE SYSTEM OF HIGHER EDUCATION FOUNDATION Pennsylvania’s State System of Higher Education Foundation (State System Foundation) is proud to provide private financial support to the Pennsylvania Association of Councils of Trustees (PACT) for the 2016 Spring Conference, “Aligning for the Future: Opportunities and Challenges.” Along with conference sponsors, Education Testing Service (ETS) Pennsylvania State Employees Credit Union (PSECU), Aramark, Nuventive, RPA, PBC and WBS, we enthusiastically invest in informing and educating our trustees, university officials, and community stakeholders. We believe that trustees and governing boards, like PACT, which are connected and proactively partner with System leadership to advance student learning, accessibility and affordability, will be successful at serving our deserving students. In addition to supporting PACT and other System-wide initiatives, the State System Foundation secures and disburses private philanthropic funding to students and universities in the forms of scholarships and awards. Our contributions reach students at every State System university. This academic year, we will present a total of nearly $400,000 in scholarships and awards to System students and universities! We are honored to partner with PACT to advance the vision and mission of the universities as well as the entire State System enterprise. We respect that the role of a trustee has never been more important, and we recognize that the environment in higher education is filled with challenges and opportunities. On behalf of the State System Foundation Board of Directors, thank you for your leadership and support of the 14 universities and the State System. Sincerely, Jennifer S. Hartman President & CEO Thanks to PENNSYLVANIA’S STATE SYSTEM OF HIGHER EDUCATION FOUNDATION Conference Sponsors With special thanks to for exclusively sponsoring the Student Leadership Workshop.