Transcript Opportunities for Renewal and Reflection During the 2014-15 Academic Year Presented to the Faculty Senate of East Tennessee State University September 22, 2014

Opportunities for Renewal and Reflection
During the 2014-15 Academic Year
Presented to the Faculty Senate of East Tennessee State University
September 22, 2014
Presentation Overview
• ETSU's core values, consistency in mission, and
recent strategic priorities
• Budget update and a review of ongoing budget
related initiatives
• Tennessee Promise
• Capital projects and fundraising update
• Open dialogue
Institutional Values
• ETSU pursues its mission through a student-centered community of
learning reflecting high standards and promoting a balance of liberal arts
and professional preparation, continuous improvement, and based on core
values where:
• PEOPLE come first, are treated with dignity and respect, and are
encouraged to achieve their full potential
• RELATIONSHIPS are built on honesty, integrity, and trust
• DIVERSITY of people and thought is respected
• EXCELLENCE is achieved through teamwork, leadership, creativity, and a
strong work ethic
• EFFICIENCY is achieved through wise use of human and financial
resources
• COMMITMENT to intellectual achievement is embraced.
ETSU's Core Values, Consistency in Mission
• “While the purpose of the Normal School Law of 1909 is declared to be
‘For the education and professional training of teachers for the public
schools of the state,’ in a broader sense it is interested in making better
living conditions throughout the territory which it was established to
serve.”
• Four general principles were recognized in 1912 by our first president,
Sidney Gilbreath: (1) to support the goal of regional service; (2)
scholarship; (3) the study of education as a science, practice in teaching;
and, (4) a knowledge of the conditions and needs of the State.
• The goal of regional service remains at our core in 2014. As recognized
repeatedly President’s Higher Education Community Service Honor Roll,
ETSU is engaged in solving community problems and placing students on
a lifelong path of civic engagement.
• ETSU is a beacon for social and cultural education, the engine of
economic development across the region, the purveyor and transmitter of
knowledge, and foundation of the community as a whole.
Citation – History of the East Tennessee State Teachers College. Burleson, Sinclair. 1947
Strategic Priorities (2010-2015)
• Access - ETSU will increase access to and participation in its educational
programs while providing the human, financial and infrastructure
resources needed to support these programs.
• Student Success - ETSU will increase persistence to graduation and the
number of graduates while maintaining high academic standards.
• Scholarship - ETSU will support and enhance scholarship through
research, service and creative activity.
• Stewardship - ETSU will advance a culture of stewardship that promotes
the wise use of resources.
• Diversity - ETSU will foster a university community that enhances and
supports diversity of people, thought and culture.
• Arts and Culture - ETSU will expand engagement in the arts and culture
among students, faculty, staff and the community.
• Sustainability - ETSU will create a university community that is aware of,
engaged in and committed to advancing sustainability.
The Committee for 125 and the 2015-20 Strategic
Planning Process
• Through the Committee for 125, we explored issues and opportunities to meet
the changing expectations of post-secondary education. These include:

Fluid policy landscape at the state level as exemplified by Complete College
Tennessee

Privatization of public higher education

Shifting demographics and the diminution of “traditional” populations

Athletic programming, affiliations, revenue enhancement, and recognition of the
changing nature of the NCAA

Philanthropy, community engagement, alumni support

Research and development, business incubation centers, externally sponsored
research, and the role of ECD at ETSU

Structural issues internal and external to ETSU

Recognition of the need to develop to budget, planning, and reporting mechanisms
• The work of the Committee for 125 provides our foundation as we prepare for
the development of the 2015-20 Strategic Plan and create structures that align
planning and budgeting across the institution.
The Committee for 125 – Review and Update
•
Through multiple venues, we are striving to create a culture of transparency in
which processes are open, transparent, and inclusive.
•
Initiated administrative and infrastructure review and redesign for greater efficiency
and growth and innovation in budget and finance systems, academic programming,
institutional advancement, university relations and marketing, and student affairs.
•
Created a comprehensive first year experience, increased student financial support,
developed an integrated student advising system, and expanded student-centered
services both physical and virtual.
•
Enhanced access-oriented enrollment management programs.
•
Enhancing our commitment to diversity, inclusion, and engagement across the
university
•
Developing Key Performance Indicators related to enrollment, endowment,
community relations, cost structures, asset utilization, research productivity, student
outcomes, etc.
•
Developing strategic partnerships with civic and business leaders, focusing on
opportunities to generate revenue, enhance research, broaden our market presence
and support the objectives of the Committee for 125 to further advance the
university.
ETSU – Data Highlights (2013-14)
• Enrollment: 14,957
•
•
•
•
•
•
•
Undergraduate - 11,820
Graduate - 2,260
Quillen COM - 548
Pharmacy - 329
Full-time - 10,970
Part-time - 3,110
In-state - 82.58%
• Degrees Conferred: 3,199
•
•
•
•
•
Bachelor’s Degrees - 2,314
Master’s Degrees - 574
Doctor of Pharmacy – 74
Doctor of Medicine – 63
Doctor of Education - 33
• Retention Rate: 75.4% (F12-F13)
• Graduation Rate: 51.8% (F07 cohort)
• Tuition/fees: $3,624.50 (in-state undergraduate), $4,622.50 (in-state graduate)
$11,280.50 (out-of- state undergrad), $11,652.50 (out-of-state grad)
• Total budget: $466,504,860
• Research funding: $43 million
8
ETSU – Programmatic Highlights
•
ETSU offers more than 100 undergraduate and graduate degree programs, with 13 on
the doctoral level
•
Our College of Nursing is the largest in Tennessee and our faculty maintain 10 nurse
managed clinics throughout the region.
•
ETSU is one of fewer than five Computing programs in the US that hold the “triple
crown” of ABET computing accreditations—that is, in Computer Science, in
Information Technology, and in Information Systems
•
ETSU is one of only 15 universities in the nation to offer the full complement of TRIO
programs, which provide educational services and assistance to many first-generation
college students.
•
The Quillen COM is currently ranked 5th in the nation for excellence in rural medicine
education and ETSU is consistently ranked among the top 10 schools in the country for
rural medicine.
•
Not only is the Bluegrass, Old Time, and Country Music program the oldest in the
nation, its Grammy nominated faculty are annually recognized for excellence by the
International Bluegrass Music Association.
•
Our ROTC Ranger Challenge team was ranked as the top Army ROTC team in the state
of Tennessee for the third year in a row.
9
Budget Update
• With implementation of the new THEC funding formula, there was a
negative impact to the ETSU budget in the amount of $2,468,500 due to
the removal of the hold harmless provision. Further reductions in state
support are expediting our transition to a publicly located but privately
funded university.
• Budget reductions totaling 6.2 percent of the base were implemented for
2014-15. The budget adjustments represent permanent reductions to the
base, with the understanding that any revenue growth would be used to
replenish institutional reserves and/or support strategic goals
• Through strategic and dedicated action, we navigated budgeted challenges
partially created by a false security in historic patterns of enrollment
growth to offset state revenue reductions.
• Barring unforeseen circumstances, we do not anticipate the need for
additional budget reductions during the current academic year and our
focus turns to the work of developing sustainable budget models for
ETSU.
2014-15 Census Date Enrollment
HEADCOUNT
Census
Sept. 7th
2013
2014
Change
10,069
9,729
-3.4
14,083
13,823
-1.8
23,878
22,731
-4.8
8,816
9,028
2.4
11,137
11,366
2.1
21,480
21,059
-2.0
89,463
87,736
-1.9
Census
Austin Peay ***
East Tennessee
Middle Tennessee
Tennessee State
Tennessee Tech
University of Memphis
Total Universities
2013
7,683
11,720
19,548
7,067
9,770
16,461
72,250
FTE
Census
Sept. 7th
2014
7,523
11,607
18,651
7,314
9,917
16,299
71,310
Change
-2.1
-1.0
-4.6
3.5
1.5
-1.0
-1.3
Census
Chattanooga State
Cleveland State
Columbia State
Dyersburg State
Jackson State
Motlow
Nashville State
Northeast State
Pellissippi State
Roane
Southwest
Volunteer State
Walters State
Total Comm Colleges
9,912
3,784
5,225
3,259
4,585
4,898
10,008
5,833
10,704
6,214
10,740
8,160
6,267
89,589
9,333
3,517
5,116
2,846
4,926
4,790
10,045
5,842
10,099
5,826
10,182
7,665
6,006
86,193
-5.8
-7.1
-2.1
-12.7
7.4
-2.2
0.4
0.2
-5.7
-6.2
-5.2
-6.1
-4.2
-3.8
6,199
2,463
3,246
1,914
2,719
2,884
5,709
3,850
6,826
3,703
6,702
4,934
4,083
55,232
5,549
2,303
3,116
1,672
2,782
2,953
5,740
3,861
6,469
3,502
6,397
4,716
3,988
53,048
-10.5
-6.5
-4.0
-12.6
2.3
2.4
0.5
0.3
-5.2
-5.4
-4.6
-4.4
-2.3
-4.0
ETSU- College of Med
ETSU- Coll of Pharm
Total
282
330
179,664
288
324
174,541
2.1
-1.8
-2.9
282
330
128,094
288
324
124,970
2.1
-1.8
-2.4
Current and Projected Number of High
School Graduates
65,000
61,618 61,409 61,732
60,629 61,188
61,429
60,368 60,279
60,000
57,486
59,329
59,071
57,779
57,580
55,752
55,000
50,000
45,000
40,000
35,000
30,000
Source: Western Interstate Commission on Higher Education, “Knocking at the College Door”
Budget Review and Structural Change
•
As part of the work of the Committee for 125, ETSU undertook a review of
budget processes, governance structure, policy mechanisms, accountability
reporting, and foundation/fundraising structures which culminates with several
consultant reports.
•
Budget Process Committee - Exploring the development of a decentralized
budget process that integrates strategic planning and budgeting.
•
Academic Portfolio Review Committee - Conducting a holistic review of
academic and administrative programs and services that includes opportunities
for program redesign, interdisciplinary collaboration, and programmatic
changes that enhance program viability and student success
•
Administrative Services Committee - Identifying opportunities for increased
quality of service, efficiencies and cost savings. These opportunities will be
considered in light of relevance to mission, support of a student-centered
growth agenda, and fiscal stewardship.
•
Committees are actively engaged with the campus in a process that is open,
transparent, and inclusive. The website is as follows:
http://www.etsu.edu/125/newbudgetprocess/default.aspx
13
CCTA, Promise, and the State Policy Landscape
• Sustained pressure to increase enrollment but also enhance retention in light of
Complete College
• Increased enrollment competition across sectors, ranging from marketing to the
rise of associate degree programs
• As a result of Common Core, there is growing public concern related to college
readiness and student learning outcomes
• Increased pressure from state and regional entities to focus on transfer,
articulation and completion
• Course redesign and student centered models – how do they impact student
success?
• Western Governors University, PLA, MOOCS and other non-traditional access
venues.
• Student services, academic support, and the total college experience
Tennessee Promise
• Commits to providing on a continuing basis two years of community
college or a college of applied technology (TCAT) absolutely free of
tuition and fees to graduating high school seniors. The governor transferred
lottery reserve funds to create an endowment, with the goal of strategically
redirecting existing resources.
• As part of this program, the Hope Scholarship award amount were changed
for the first two years of college to $3,500 annually and $4,500 for the last
two years of college.
• The program makes several changes in various lottery funded scholarship
programs, including: funding for former Hope Scholarship recipients to
receive Wilder Naifeh scholarships, “last dollar” funds for Wilder Naifeh
recipients and high school students participating in dual enrollment classes,
and modifying the eligibility period for Hope Scholarships (eight
semesters).
East Tennessee State University
Tennessee Promise
East Tennessee State University
Tennessee Promise
Tennessee Promise
The Impact of TELS at ETSU
Lottery Scholarship Participation Rates (2012)
# of FTF
TN Res
ETSU
TBR Universities
TBR Community Colleges
UT System
2004
# of FTF
% FTF
# of FTF
w/Lottery w/Lottery Tn Res
1,242
9,165
10,670
6,032
1,007
7,454
4,506
5,380
81%
81%
42%
89%
1,624
10,152
12,481
7,022
2012
# of FTF
% FTF
w/Lottery w/Lottery
1,326
8,326
5,493
6,718
82%
82%
44%
96%
Lottery Scholarship Receipt by Scholarship Program and Institution (Fall 2012)
Institution
APSU
ETSU
MTSU
TSU
TTU
UM
UTC
UTK
UTM
HOPE
567
837
1,428
103
1,112
996
1,400
2,303
615
First-Time Freshman
GAMS ASPIRE ACCESS TOTAL
37
388
31
1,023
69
402
18
1,326
72
877
54
2,431
147
16
266
134
419
9
1,674
64
546
1,606
48
612
43
451
784
423
23
3
13
1,922
3,702
1,094
HOPE
1,593
2,830
4,939
406
3,250
3,183
3,511
8,077
1,671
Overall Recipients
GAMS ASPIRE ACCESS
115
883
33
283
1,224
18
340
2,351
56
1
368
18
467
1,174
9
289
1,488
320
2,327
161
1,042
2,520
952
25
3
13
TOTAL
2,624
4,355
7,686
793
4,900
4,960
4,898
12,927
2,797
ACT Scores for Incoming Freshman
Capital Projects and Construction Update
• Arts Initiative
• ETSU authorized to spend $1.5 million to begin the planning process
• Engineering review and evaluation of site options
• Architectural review and programing efforts underway
• Fundraising update – More than $6.4 million raised to date, with
significant gifts remaining in the queue
• Anticipate funding in the 2015 legislative session
• Construction Projects
• Parking Garage opened in Spring 2014, which includes support offices
and retail space
• Beginning planning work for renovation to the Culp Center
• Planning and design for football practice and game facilities
• Center for Inter-professional Education (Bldg 60)
The Importance of the Arts: Economic and
ETSU Fine
ArtsDevelopment
Facility
Community
• Fine and Performing Arts Centers serve as a gathering place for
the community and its visitors, providing opportunities for the
lifelong expression and appreciation of the arts.
• Such centers play a vital role in enhancing the quality of life,
bolstering cultural and economic vitality, strengthening tourism,
and expanding the educational offerings for communities and
regions.
• Such centers serve are influential in the vitality of regional
economic development and diversify regional footprints.
• Programming enhances educational achievement and
intellectual capacity and promotes the arts and sciences as an
integral part of life.
Original Project Scope
•
•
•
•
ETSU Fine Arts Facility
Building Type: Fine Arts Classroom Building
Cost: $39,200,000
Approved Location: On Campus-adjacent to Univ. Pkwy
Size: 130,000 sq. ft.
• 750 Seat Auditorium
• 400 seat Classroom
• 150 seat Classroom
• Theatre Instructional Spaces (21,000 sf)
• Music Instructional Spaces (31,000 sf)
• Offices and support space
• October 2013 – State Building Commission approved
project
• Programming – Underway
ETSU Master Plan
ETU Fine Arts Facility
Fine and Performing Arts Center – Possible
Locations
Location Alternatives
ETSU Fine Arts Facility
Location Alternatives
Option 1 - Lot 1
• Capacity: Minimum of 1,000 seats
• Local support needed:
• $4,250,000 (250 seats x $17,000 per seat)
• $ 500,000 – pedestrian crossing and signal
• $ 800,000 – water abatement
• $5,550,000 – Total Costs
Option 2 - Lot 1
• Capacity: Minimum of 750 seats
• Local support needed:
• $ 500,000 – to meet match requirement
• $ 500,000 – pedestrian crossing and signal
• $ 800,000 – water abatement
• $1,830,000 – Total Costs
Option 3 - Campus/University Parkway
• Capacity: 750 seats
• Local support needed:
• $ 500,000 – to meet match requirement
• $ 500,000 – Total Costs
Procedural Aspects - Project Approval, Design, and
ETSU FineConstruction
Arts Facility
• Project included in Governor Haslam’s 2013 budget for
planning and design
• Project approved by the State Building Commission
• Project presented by TBR to THEC for funding during the 2014
legislative session ($35 Million in state funds)
• Project design and architecture designation
• Lot 1 and associated property acquisition
• PBA approval and allowances made for zoning, site use, etc.
• Johnson City donation of property in immediate proximity to
the Millennium Center
• ETSU and JC negotiate lease and acquisition of restricted
portions of the Millennium Center
• Project fully funded in 2015 legislative session
Questions for Consideration and Discussion
•
How do we increase enrollment in an environment challenged by the tensions of
access and affordability?
•
How do we diversify tuition revenues across regional, national, and international
markets?
•
How do we compete with Tennessee Promise, which is changing the dinner table
conversations about higher education?
•
How do we maximize the opportunities presented through the emergence of offsite housing?
•
How do we enhance graduate education at ETSU?
•
How do we navigate the emergence of new health science schools across the
region?
•
What is our role in the emerging conversations between MSHA and Wellmont?
•
How do we enhance the culture of research across campus?
•
How do we develop a culture of faculty engagement and promote the role of
faculty at ETSU?
•
How do we balance tensions across campus regarding who we are and where we
need to go in an uncertain environment?
Questions and Discussion