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.