USNH Board of Trustees Meeting October 25, 2019 This morning... - - PowerPoint PPT Presentation

USNH Board of Trustees Meeting October 25, 2019

This morning...

Keene State

• The region we serve
• Our mission
• Looking forward and establishing priorities

Enrollment Strategy at Keene State College

• Observations and expectation setting
• Positioning
• Immediate areas of focus and future cast

Financial performance and critical trends of importance Achieving our strategic goals: 3-year Sustainability and Vitality Plan Key strategic priorities

The region we serve

Troubling economic indicators for our region: (rural/urban schism)

• Rural areas now have 4.4% fewer jobs than in 2008
• Urban areas have 12.4% more jobs than in 2008
• For Cheshire County median income is now 14.8% lower than the

state average. In 2012, the difference was only 7%.

• Total employment in Cheshire County has dropped by 0.5% year
• ver year while it has grown by 2.3% in NH and 2.5% in the US
• Our poverty rate is now 18% higher than the state average.

Economic trends and strategic commitments

Economic Indicators in New Hampshire

New Hampshire Fiscal Policy Institute, June 28, 2019

Poverty in New Hampshire

New Hampshire Fiscal Policy Institute, August 29, 2019

Job Growth in New Hampshire

New Hampshire Fiscal Policy Institute

Workforce pipeline

• Create pathways, build partnerships, retain talent, reduce cost
• Reduce debt and offer flexibility
• Business Hub
• Community College System of NH partnership
• Career and Technical Education partnerships
• Running start and early college credit mapping and delivery
• Cultural Vibrancy — All Steinway, Thorne-Sagendorph, Redfern
• Interrupting the poverty cycle — Keene Housing Kids Collaborative
• Educational programs — for pre-service and in-service educators
• Supporting partners and working to address substance misuse

Economic trends and strategic commitments

The work ahead to differentiate Keene State

• Role and mission of public liberal arts college
• Articulate the value of the public liberal arts in a

growth/knowledge economy

• Increasingly embrace our role as Steward of Place

 Employer  Innovator  Creative force  Catalyst  Leader  Supporter  Talent Developer  Research Partner  Client  Colleague  Resource

Future essential roles for Keene State College:

SVP Goal #1 Recruit and Retain

Retention trends

81.1% 80.0% 79.2% 77.4% 79.3% 76.0%76.4% 76.5% 73.4% 75.4% 71.2%72.1% 76.1% 71.3% 68.2% 69.3% 67.9% 67.5% 65.2% 67.5% 66.2% 64.5% 66.0% 63.0% 64.0%

50.0% 60.0% 70.0% 80.0% 90.0% 100.0%

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

INCOMING COHORT

First-to-second and First-to-Third Year Retention Rates by Incoming First-Time Cohort

First to Second Year First to Third Year

Keene State Serving First-Generation College Students

41% 42% 43% 50% 45% 58% 0% 20% 40% 60% 80% 100% 2014 2015 2016 2017 2018 2019 FIRST-GENERATION COLLEGE PERCENTAGE INCOMING COHORT

Looking ahead

Demographic trends and forecasts:

• Traditional undergraduate population
• New populations to attract and retain
• New pathways and credentials
• Quality rankings matter

Demographics and the Demand for Higher Education

Nathan D. Grawe

Source: Author’s calculations based on Western Interstate Commission for Higher Education (2016)

Figure 1.5. Forecasted growth in high school graduates, 2012 to 2032.

Keene State home states of undergraduate matriculated students

Source: Author’s calculations based on Western Interstate Commission for Higher Education (2016)

Figure 1.6. Forecasted growth in public high school graduates by race/ ethnicity, 2012 to 2032.

Points of Distinction

National/State Accreditation  Athletic Training  Chemistry  Counseling Center  Dietetics  Educator Preparation  Music  Nursing

U.S. News and World Report’s 2020 rankings among regional colleges in the North named Keene State: #10 in Best Schools, #5 in Most Innovative Schools, and #7 in Best Value Schools.

We will be defined by our:

• Community
• Commitment
• Transformative Experiences

Our promise to students: You will… ▪ Belong ▪ Be Challenged ▪ Be Invited to Engage ▪ Be prepared for a future of change and personal opportunity

We are Keene State

Sustainability & Vitality Plan 2018 - 2021

Goal 1: Improve Recruitment, Retention & Achievement

Prospects Inquiries Applicants Accepted Enrolled

6.6% 40% 87% 20.2%

Increase applications as priority

Year Registered Attendees % of registrants to attended 2017 310 206 66.4% 2018 223 156 69.9% 2019 356 253 71.0% Specific, intentional activity to drive attendance:

• improved website pages and content
• improved registration experience
• specific digital campaigns to drive attention to open house
• additional calls and texts from student works and OEC to

encourage engagement

Delivering our promise to the students we recruit

Student Success

• Connection to the Academic and Co-Curricular Plan
• Partnership of Academic Affairs and Student Affairs
• Initial Student Success Summit
• Academic planning and program review

SVP Goal #2 Fiscal Balance and Stewardship

Comparison of Revenues and Expenses 2015-2019

120,912,513 112,065,995 108,212,953 101,000,169 96,120,505 118,541,215 114,911,163 110,616,651 103,347,246 98,896,348

80,000,000 85,000,000 90,000,000 95,000,000 100,000,000 105,000,000 110,000,000 115,000,000 120,000,000 125,000,000

2015 2016 2017 2018 2019 Revenues Expenses

Trend in Net Tuition Revenue

Trend in Institutional Discount Rate

25.8% 27.6% 30.0% 30.5% 32.7% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%

FY 2017 Actual FY 2018 Actual FY 2019 FY 2020 Budget FY 2020- Projected

Enrolling the KSC Demographic

• Addressing the econometric model and aid discounting
• Net tuition revenue as priority focus
• Rewarding behavior that drives conversions
• Specific, increased attention to driving web traffic
• Re-imagining our student-visit experience
• Improved application process for KSC prospects
• Filling the pipeline with sophomore and junior prospects
• Improved recruitment process for graduate programs

SVP Goal #3 Rethinking our work

Faculty 45% PAT Staff 38% Operating Staff 11% Casual/PT/Student 6%

Salary Distribution by Classification

• 5,000,000

10,000,000 15,000,000 20,000,000 25,000,000 FY17 Actual FY18 Actual FY 2019 Final Pre-Audit FY20 Budget Projection for FY 2020

Faculty PAT Staff Operating Staff Casual/PT/Student

Composition of Salaries by Classification

Headcount and Salary by Classification

Progress of the Classification Review Project as of 9/30/2019

Progress of the Classification Review Project as of 9/30/2019

Annual Impact of Classification Corrections by Unit

Strategic Investment Priorities

• Achieving operational balance and efficiency
• Becoming a more nimble, responsive, student-centered community
• Addressing regional economic vitality – delivering talent, culture, welcome,

and support

• Delivering educational promise – opportunity, access, and affordability
• Offering acceleration and flexibility of credentialing
• Addressing regional needs through partnership, support and direct action

Strategic Directions

FY 2020-2022 – Keene State College 3 year priorities/requested Strategic Investments*

• Enrollment management strategic repositioning (brand/market penetration,

web, tactical investments)

• Financial affairs and business operations review and realignment
• Redesign Change management and project management support
• Holistic data reporting and analytics capacity
• IT realignment and investment/disinvestment in enterprise tools
• Academic program review and future focus assessment
• Student support and infrastructure investment
• New program delivery options and student cultivation methods

*Elements of all represent synergy opportunities for USNH

FY 2020-2023 – Keene State College 3 year priorities/requested strategic investments

• Capital resources to raze and realign physical plant and to invest

in narrow field of near term opportunities (i.e. track, All Steinway, energy efficiency investments)

• Margin relief in alignment with our multi-year plan commitments
• Support for new public/private partnership investments (Business

Hub, Energy Services Company-ESCO, others)