College UpdateMay 12, 2020

2:00pm – 3:00pmDr. Monica Posey & Executive Team

Agenda

College Overview during COVID-19President Dr. Monica Posey

COVID-19 Impact on FinancesVP Finance Chris Calvert

Enrollment & Recruitment Plan for Summer & FallVP Workforce Development Amy Waldbillig

Academic Plans for Summer & FallProvost Robbin Hoopes

Student Services PlansSenior Director Student Success Soni Hill

Student Relief Funds & Opportunities for Legislative OutreachChief Of Institutional Advancement Elliott Ruther

Responsible Return PlanningVP Administration Dr. Lawra Baumann

Q&AClosing Remarks 2

College Overview During COVID-19Context – The New Normal

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Concepts/Terminology• Social Distancing• COVID Economy• Contact Tracing• Community Spread

Activity• Remote Learning• Virtual meetings, commencement, happy hour• Sports in empty stadiums• Shopping wait your turn to enter• Restaurants more outdoor dining• Virtual health check• People in self-quarantine

College Overview During COVID-19Context – The New Normal

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As COVID-19 impacts every aspect of our work and life, we have seen 2 years' worth of digital transformation in 2 months.

If you think about the next phase of recovery, it's more like a dial. Things will start coming back in terms of economic activity and we'll have to keep adjusting the dial.

The brick-and-mortar world has had a reset. What that reset will mean into the long term is not yet clear until we emerge into recovery.

Microsoft CEO Satya Nadella

College Overview During COVID-19Cincinnati State

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MissionCincinnati State provides access, opportunity, and support in achieving success for individuals seeking exceptional technical, transfer, and experiential/cooperative education and workforce training.

The Challenges Enrollment State Subsidy

The Priorities Support the health and safety of students, employees, and the

community Keep students enrolled, learning and progressing toward degrees Maintain financial health of the institution

COVID-19 Impact on Finances

• Every source of funding is in doubt. Nationally, schools face tuition shortfalls because of unpredictable enrollment.

• Nationally and in Ohio, public institutions are digesting steep budget cuts.Ohio is cutting $110 million to higher education through June 30,

2020, with additional funding cuts planned in FY21.

• Economic conditions have been fundamentally altered in a matter of weeks, and institutions of higher education across the country are having to reassess every aspect of their operations. Cincinnati State is no exception.

• We will have to make some hard choices in the weeks and months ahead due to the actual and expected State of Ohio funding cuts to subsidy and other appropriations.

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COVID-19 Impact on FinancesEnrollment DeclinesEstimated Loss of Funds at 25% decline in Enrollment

Ohio State Subsidy for InstructionGovernor DeWine ordered state agencies to cut unnecessary spending

up to 20% for the remainder of FY20 and for FY21 (March 23, 2020).

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State Subsidy for Instruction FY21 Allocation FY20 Actual -15.2%FY21 -20.0%

FY20 Actual Cut (% of 3 months) $1,088,090

FY21 Preliminary Allocation $28,462,685 $5,632,537

Instructional Fees (Excluding CCP & WDC)

Loss of Funds with 25% Enrollment Decline

Fiscal Year 2020 $335,580

Fiscal Year 2021 $6,822,249

COVID-19 Impact on Finances FY21 Budget Discussion

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FY20 BudgetState Subsidy & Capital Component 28,931,564State Capital Appropriations 2,485,527Instructional Fees 28,041,690Grants, Contracts, Other Revenue 9,596,871Pell Grants 7,988,608

Total Revenue 77,044,260

Faculty and Adjunct 18,024,310Administrative & Support Units 14,061,930Students, WDC Adjunct 802,130Benefits & Retirement 13,810,002

Total Personnel Expenses 46,698,372

Supplies, Travel, Contracted Services 6,906,111Information & Communications 983,346Advertising 840,759Repairs & Maintenance 2,367,348Utilities and Other Expenses 5,870,685Depreciation 3,864,105Pell Grants, Scholarships, Waivers 9,033,290

Total Operating Expenses 29,865,645

FY20 Budget Net Surplus 480,243

FY21 Budget Priorities and Metrics• Support Mission & Educational

Programs• Positive Cash Flow, Surplus, Senate Bill 6

in Excess of 3.0

FY21 Budget Next Steps• 5/26/20 Present Draft Budget to Board

of Trustees• 6/23/20 Approval of Budget by Board of

Trustees Meeting Priorities

FY21 Budget Variables• State Subsidy and Ohio Budget Cuts• Enrollment Impact on Instructional Fees• Variable Operating Expenses• Personnel Expenses

COVID-19 Impact on FinancesCARES Act (Federal Stimulus)

• College’s Allocations under the Higher Education Emergency Relief Fund to "prevent, prepare for, and respond to coronavirus" • 50% must be used for emergency financial aid grants: $2,114,058

*Must be direct payments to students• Up to 50% institutional funds: $2,114,058

“to cover any costs associated with significant changes to the delivery of instruction due to the coronavirus”

• State of Ohio can apply for grants that could be used for higher education

• Title XII Department of Transportation, Federal Aviation Administration, Grants-in-aid for Airports• Cincinnati West Airport allocated $30,000 "for any purpose for which

airport revenues may be lawfully used."

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Enrollment & RecruitmentCurrent State

Opportunities and Challenges

• Newly admitted fall students is very high – almost double over this time last year, 550 compared to 1094

• Newly admitted summer students up 17.9% over this time last year, 783 compared to 983

• College Credit Plus (CCP) enrollment is up for summer and fall

• Applications for summer and fall acutely decline at the same time COVID19 began to be addressed by state government

• Current student enrollment is down for Summer 29% and down for Fall 8%

Enrollment & RecruitmentMarketing Highlights - Current

Core Marketing Elements

Messaging ranges from general awareness to call to action – Pushing transfer, affordability, bachelor degrees and in-demand job program areas.

• Outdoor billboards starting in June – 62 in total around the Tristate• Transit – wraps on select buses; internal messages on all Metro and TANK• Geofencing – Bus stops east of I-75• Radio • Cable and Network TV• OTT – Over The Top – Streaming ads• CET – American Graduate sponsor• Print – Cincinnati Magazine• Direct Mail to targeted regions• Social Media ads and organic posts – specific call to action• Cincinnati.com sponsored articles

Enrollment & RecruitmentMarketing Highlights - COVID-19

Core Message and Visual Adjustment• Examples “Convenient online courses”; “Credentials you need for the career

you want”; “Close to home with the support you need”; “Don’t settle for taking a year off”

• Shifted imagery to students working on-line

Marketing Media • Refocus outdoor advertising to Over The Top (OTT) stream ads • Commercials – online scroll• Career week sponsorship – targeting African American prospective students

(Radio 1 event)• Cincinnati.com content relevant for prospective students • Social media posts • Email blasts for fall • “We Teach” social media campaign

Admissions and Career Services• Virtual events - Admissions• Webinars promoting free resume workshops – register on Facebook

Enrollment & RecruitmentStrategic Efforts

• Online Orientation• Web-Site – Enhanced – Searchable • Technology Need for Students

Enrollment & RecruitmentStrategic Effort - CARES Act Funds

Helping Students and Enhancing Enrollment• $2.1 M directly to students • Spring, summer and fall enrolled students• $700 for full-time enrolled students (12+ credit hours) • $300 for part-time enrolled students (6-11 credit hours)• Looking at options for spring students • Student affirmation of need – E-form

Spring Semester:• During Summer complete skill components of accredited

programs

Summer Semester-Remote Formats:• Web (Bb)• Live Web (Video Conference)• Hybrid Web (Bb & Video Conferencing)

Academic PlansSummer 2020

Academic Response Team

Responsible Return

Guiding Principles• Health via protocols• Low-Density Strategies• Prioritize Experiential for F2F

Academic PlansFall 2020

Student Services

• Counseling Services• Office of Disability Services• Student Activities• International Student Affairs• Veterans Affairs Office• College Access Programs - TRio

Student Support ServicesEducational Opportunity CenterTraditional Upward Bound

Student Services COVID-19 Planning

• Remote outreach - teleconferencing• Responsible on campus planning - summer activities - virtual• Counseling triage - internal referrals/assistance• External referrals to community organizations• Student “Leadership” celebration - social media connection• Virtual assistance - remote hours of operation• Virtual meetings

Student Services COVID-19 Planning

Student Relief Funds

• Builds and expands upon existing funds for emergency support

• Student Retention Focus Fund helps with crisis situations involving job loss, health, rent, childcare and more

• Charles E. Schell Fund is a pay it forward loan program that can help with emergency needs including tuition and fees

• Student Relief Funds general created to broaden eligible recipients

• Over $100K available to help with emergency support

Student Relief Funds

• Application process being revised into one e-form

• Group of review and led by Counseling and Foundation with Financial Aid, President’s Office, to grow to include faculty member

• Coordinates with Student Loaner Technology Program and Finance

• More info forthcoming in Daily News and website

• Funders include employees, retirees, alumni, Fifth Third, anonymous sources and COVID-19 Regional Response Fund

• Fundraising is ongoing

Outreach to Elected Officials

• Led by President Posey with direct outreach to State, Federal and local officials for support efforts in motion

• Coordinated with OACC and ACCT

• Recognizing support from leaders and legislators, many of whom have increased their engagement in this 50th anniversary year which kicked-off with Economic Impact report on our tremendous value

• Conversations happening and ongoing

Outreach to Elected Officials

CALL TO ACTION – EXAMPLE POINTS

• Our graduates are on the frontlines in the fight against the pandemic and for our economy

• We need to be a budget priority to play our key role on the frontlines in the economic recovery response

• Our funds have been cut in recent years and we do not have the reserves and endowments our university partners have built in their hundreds of years

• Studies going back sixty years that community colleges are key to turning the economy around after a downturn

Outreach to Elected Officials

• Recommended language is forthcoming to share with officials for you as individuals and through your organizations

• Look to your email and upcoming Daily News

• Feel free to reach out to Advancement office for assistance and to share feedback

Responsible ReturnGuiding Principles

• To support the health and safety of all employees and students, consistent with safety requirements as disseminated by the State of Ohio, the CDC, and/or local public health agencies to combat the spread of the COVID-19 virus.

• To provide the opportunity and means to our students to successfully complete their educational goals on time.

• To provide support and guidance to prospective students to facilitate enrollment and course registration.

Responsible Return Guidelines & Requirements

• OACC Community College Presidents White Paper – conformity to general protocols, processes – located on College intranet/Human Resources

• State of Ohio Responsible RestartOhio guidelines for General Office, Services sectors https://coronavirus.ohio.gov/wps/portal/gov/covid-19/responsible-restart-ohio/

• Guidelines and requirements as set forth by the CDC and local public health agencies

Responsible Return Steps

• Safety Committee developing overarching institutional guidelines to be approved by Executive Team (Safety Team includes Faculty, SEIU, IUOE, Deans, Administrators from WDC, Harrison, Middletown)

• Academic Response Team led by Provost developing priorities, processes for instruction

• Each Department/Division to craft Responsible Return Plan – template located on College Intranet/Human Resources

Phased Return – will be responsive to directives, requirements of State as pandemic evolves

Planning & Logistics of Safe Critical Services – Food Service, Child Care Center, Student Activities, Advising,

Q & A

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• What the college is doing to celebrate the recent graduates? Are we planning creative ways to celebrate such as a banner on the website, a video, maybe other virtual activities?

• There is an enrollment management plan called Enrollment Management Plan 2018-2020 v3.pdf, and an Enrollment Management Committee. Who is on the Enrollment Management Committee, how often have they met, and where are the minutes?

• Enrollment Management Committee, has this committee met about the current crisis? Are there faculty on this committee? Where are specifics of the plan from 2018 through today?

• Will we hire a marketing firm?

Q & A

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• Where is the marketing blitz? Why does not every single high school senior and their parents in our service area know that Cincinnati State has an average class size of 12, we can practice social distancing, we don't have dorms, and our credits and degrees transfer.

• Requirements for employees on return to work? Will it be reinforced? (esp. if student are still remote)

• While most classes are still remote for Summer, can employees work remotely?

• Explain salary reductions – how much and why a certain amount?

• Explain how CARES revenue increase, enrollment shortfall, and subsidy cut fit together.

• If enrollment is down 12% for summer and 8% for fall why are drastic budget cuts needed?

• Are budget cuts planned to keep us in the black or maintain a good Senate Bill 6 score?

Q & A

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• As the college plans to reopen will masks be required? If so, how will this requirement be reinforced? If people do not wear masks or if they pull the mask down around their necks and do not cover their mouths and noses what happens?

• In the Fall will faculty will be able to continue using mostly/all online office hours. If not--will there be exceptions/exemptions for faculty in at-risk demographics? And if so, what type of documentation/ procedures will be in place for those faculty who need to prove they have pre-existing conditions, etc.

• What will our work environment will be like? What procedures will be in place for faculty offices to ensure proper distancing between employees and to enable proper cleaning in between student appointments? How will we address safety in other areas, primarily restrooms, but also in the hallways, main doorways, stairwells, etc. ?

Closing

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There will be a recovery...We just do not know when and what it will look like

Every crisis presents an opportunity and this COVID-19 pandemic offers Cincinnati State the opportunity to

refocus on our mission, review our practices, retool our people, and reach our potential.

(revised quote from Bishop W. D. Moore)

Thank you Cincinnati State.