Overview of Institutional Priorities President’s Report Fall Assembly September 11, 2017
Primary Goal: Attain financial stability to provide a world- class liberal arts education for the next generation of professional leaders and model citizens, and to serve as an educational resource for the community. • Priority 1: To invest strategically in a regional recruiter to focus on recruitment efforts in Loudoun County and Fairfax County - - to impact enrollment. • Priority 2: To expand the Office of Sponsored Programs (OSP) to support proposal writing and pre- and post-award services to PIs. (Director of OSP, Jessica Kump; Director of Strategic Research Initiatives, Dr. Jason Best) • Priority 3: To increase extramural funding by at least 10% each year over the next five years to achieve a minimum of $3 million annually. • Priority 4: To advance public/private partnerships through Shepherd’s Entrepreneurship and Research Corporation (SERC) - - to support ongoing and new initiatives. Shepherd University
E nr ol l ment Managem e nt • Shepherd Enrollment Fall 2017 • Enrollment Strategies 2017-2018 (Fall 2018)
Fall 2017 Enrollment Continuing Undergraduate Students • Continuing undergraduate (UG) students is lagging by 7% compared to Fall 2016 • 80% of UG students persisted from spring 2017 to Fall 2017 (+10% improvement when compared to last two years) New Undergraduate Students • Freshmen student enrollment is up 4.9% when compared to Fall 2016 • Transfer student enrollment is even with Fall 2016 New and Continuing Graduate Students • Graduate student enrollment is up 5% compared to Fall 2016 Overall degree-seeking student enrollment is improving when compared to Fall 2015 and 2016. Fall 2017 Enrollment census will be taken at the beginning of October. Shepherd University
Moving Forward – Key Strategies for 2017-2018 (Fall 2018) Marketing and Recruiting • Ramping up Digital Marketing Campaign • Regional Recruiter - Loudoun and Fairfax Counties • Leverage Scholarships and Aid (Metro Scholarship and Academic Department Tuition Waivers) • Multicultural Student Recruiting Initiative • Community College Partnerships, 2+2 Articulation Agreements • High School Dual Enrollment to FT Degree Seeking Pipeline - Fall 2018 Student Success (Retention) • Shepherd Success Academy-35 students currently participating in the Academy • Probation Recovery Program • Summer Enrollment and Housing (Summer 2018) Shepherd University
Fi na nci al O ver v i e w • Situation Analysis • Five-Year Plan • Actions
Situation Analysis EXPENDITURES EXCEED REVENUES! Continuing Decline in Revenues: • Reduction in State Appropriations • Reduction in Tuition and Fee and Auxiliary Revenues due to declining student enrollments Declining Cash Reserves Shepherd University
FY2018 Revenue Budget Shepherd University
ACTIONS for FY2017 • $3 Million Reduction in Expenditures from FY2017 Budget Base: • Elimination of ALL Nonessential Administrative Travel • Review of ALL New Position Postings • “Sweeping” of ALL Departmental Capital Expenditures • Significant Reduction of Capital Projects to Preserve Cash • RFP to Outsource Bookstore • FY2018 Budget Based on Actual FY2017 • Energy Savings • Contractor Savings • Vacancy Savings • Martinsburg Reduction • Closure of Early Learning Center Shepherd University
ACTIONS for FY2018 • $2.7 Million Reduction Needed in Expenditures from FY2018 Base: • Pure Reduction Approach in Expenses by Function: • Instruction • Academic Support • Student Services • Institutional Support • Auxiliary Expenses • Combination Approach of “New” Revenue and Expense Reduction to Net $2.7Million • EXAMPLE: • $542,500 “New Revenue” (50 “New Students” at $10,850) Blended Tuition and Fee Rate • $2,157,500 in Expense Reduction • Other new sources of revenue will result in less expense reduction Shepherd University
Ac a demi c Af f ai r s
Academic Program Evaluation Metrics Shepherd University
SU Mean Number of Majors Program Area 2012-2016 Shepherd University
Delaware Cost Study • Universal tool for benchmarking instructional costs, research, and public service; expenditures at the academic discipline level; • Assists institutional data and unit alignment; • Assists in identifying cost distortions; • Ideal for program reviews and accreditation; and • Ideal for establishing new program or department projections. Shepherd University
Delaware Cost Study Comparison of Instructional Expenditure per SCH Shepherd University
What’s new on the horizon
New Initiatives • To enhance the student experience • To advance Shepherd University’s reputation • To create new sources of revenue “Projecting a positive image and outlook” Shepherd University
To enhance the student experience Potomac Place Commuter Lounge Commuter Parking Lot Shepherd University
To advance Shepherd University’s reputation WV Research and Innovation Event at Shepherd University in partnership with Research!America October 16, 2017 PROGRAM Shepherd University
To advance Shepherd University’s reputation • Last spring a total of 165 individuals attended a Lifelong Learning course, event, tour or lecture. • FY2018 President’s Lecture Series – September 19, 2017 - “The Environmental Sources of Lead and the Potential Effects of the Continuing Exposure to Lead for Children and Adults” – October 23, 2017 - “Discussion of American Intelligence Community from World War II to 2000 and Evolution of CIA” – November 27, 2017 - “Artificial Intelligence, the Promise and Peril” • Innovation Seminar and Networking Series – September 12, 2017 - “Intuition + Analytics Innovation” – October 10, 2017 - “Knowledge Management, Trust, and Innovation” – November 14, 2017 - “Business Process Mining for Innovation” Biennial Symposium, Humanities in the 21 st Century • – October 26 and 27, 2017 - “Humanities and the Environment” – www.shepherd.edu/humanities Shepherd University
To create new sources of revenue • Development of Tabler Farm • Vets-to-Ag project (USDA and Shepherd Success Fund); director position announced (new enrollments) • Entrepreneurship and food sustainability • Solar panels for energy production Shepherd University
To create new sources of revenue • Development of a venue to host outdoor entertainment events similar to Ravinia and Wolf Trap Potomac Performance Pavilion The site of future revenue. Shepherd University
To create new sources of revenue President’s Club and Shepherd Success Fund to Support Project Applied Business Pipeline - 10 work stations - 2 students/station - 20 work spaces - One model: Shepherd charges $1K/space = $20K/year - Students are paid $3K/each x 20 = $60K/year Shepherd University
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