88
Welcome

Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

  • Upload
    others

  • View
    1

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

Welcome

FALL PROVOSTrsquoS RETREAT

AUGUST 28 2020

WELCOMING REMARKS

Robert L Caslen JrPresident

ACADEMIC AFFAIRS UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

Cycle of Opportunity in Community

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 2: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FALL PROVOSTrsquoS RETREAT

AUGUST 28 2020

WELCOMING REMARKS

Robert L Caslen JrPresident

ACADEMIC AFFAIRS UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

Cycle of Opportunity in Community

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 3: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

WELCOMING REMARKS

Robert L Caslen JrPresident

ACADEMIC AFFAIRS UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

Cycle of Opportunity in Community

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 4: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

ACADEMIC AFFAIRS UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

Cycle of Opportunity in Community

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 5: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UPDATE William F Tate IV

Executive Vice President for Academic Affairs and Provost

Cycle of Opportunity in Community

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 6: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

Cycle of Opportunity in Community

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 7: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SOUTH CAROLINA STATISTICAL ATLAS US CENSUS

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 8: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Administrative Cost Per Student

Institution 2010

2011

2012 2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 3540 3506 3623 3173 3517 3965 4581 5456 5219Indiana University-Bloomington 2502 2827 2773 2275 2653 2715 2997 2877 1943Iowa State University 1798 1461 1487 1793 1340 1695 1639 1767 1885Michigan State University 2448 2454 2601 2771 2716 2990 3203 3218 14902Ohio State University-Main Campus 4201 5140 4563 5663 5588 4567 4934 5500 4588Pennsylvania State University-Main Campus 3258 2934 3520 4206 3096 3819 4350 4535 4353Purdue University-Main Campus 3666 3874 2974 3232 3560 3037 4072 3482 3651Rutgers University-New Brunswick 3260 2835 3094 3237 6151 5463 6175 4656 5444Stony Brook University 5299 5497 5019 5496 5413 5319 6334 6492 5580Texas A amp M University-College Station 1859 2028 1338 1572 1849 1726 2075 2605 2238The University of Texas at Austin 2710 4769 2529 3296 3349 3250 3808 3790 4152University at Buffalo 4950 4620 5038 4765 4704 4345 5537 5848 5449University of Arizona 2760 2896 3020 2975 3404 3798 4007 4413 4334University of California-Berkeley 3954 4396 4892 6027 7414 5535 8699 7799 7322University of California-Davis 3238 3255 5280 3686 4042 3561 4510 5336 5358University of California-Irvine 1525 1804 2592 2803 2718 3209 3905 3064 2721University of California-Los Angeles 4308 4181 4431 4897 5268 6310 7284 7079 5281University of California-San Diego 4393 3403 4180 4514 4683 5678 6367 6755 5676University of California-Santa Barbara 1776 1811 1830 2355 2260 2769 3366 3623 3016University of California-Santa Cruz 2119 2449 2511 2712 2739 3147 3647 3405 2785University of Colorado Boulder 1212 1397 1578 1593 1961 2374 3425 3457 3992University of Florida 2438 3046 2624 3148 3870 3626 4187 3687 3984University of Illinois at Urbana-Champaign 1394 988 1144 1371 1675 1532 2105 1963 2046University of Iowa 3563 2564 2743 2711 2806 2837 3036 2826 2420University of Kansas 2543 2711 2844 2811 2776 2693 2966 3229 3334University of Maryland-College Park 2814 2882 3018 3316 3586 3610 3939 3580 3836University of Michigan-Ann Arbor 4378 4325 4203 4407 4400 4648 5456 5483 5247University of Minnesota-Twin Cities 6131 4789 4552 4624 6073 5862 7088 6775 7453University of Missouri-Columbia 508 2004 1969 1375 1285 1839 2220 2083 1882University of North Carolina at Chapel Hill 3801 3971 3609 3921 4142 5400 7004 8542 8303University of Oregon 3034 3066 3018 2423 2494 2690 3956 3926 4119University of Pittsburgh-Pittsburgh Campus 4958 4759 3767 3713 4047 4050 5151 5220 5354University of Utah 4924 4512 3572 4900 3834 5353 5480 5530 6830University of Virginia-Main Campus 4658 3564 3628 3836 4127 4938 6308 6367 7248University of Washington-Seattle Campus 3577 3453 3987 4725 5013 4666 6397 5455 5468University of Wisconsin-Madison 1747 1764 1860 1914 2030 2126 2232 2470 2884Public AAU Average 3220 3206 3395 3627 3754 4512 4508 47303201

728037University of South Carolina-Columbia 1651 1822 2407 2162 2175 2116 2749 2932 2793

Assumption Below Average Administrative CostStudent gt Above Average Administrative CostStudent

For the purposes of this analysis administrative costs are defined as a function of what institutions report to the National Center for Education Statistics (NCES) Integrated Postsecondary Education Data System (IPEDS) Finance survey as ldquoinstitutional supportrdquo expenses or those for the ldquoday-to-day operational support of the institutionrdquo Institutional support commonly includes costs for executive management a legal department fiscal operations public relations or a development office Institutional support does not include items like student activities career services or financial aid staff (which fall under a separate category of expenses called student services) or parking facilities housing or food services (which are reported as auxiliary enterprises) For most institutions institutional support does not include expenses for operating on-campus hospitals with some exceptions

4

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 9: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

COMPARISON OF KEY METRICS - AAU (PUBLICONLY)

Instructional Cost Per Student

Institution 2010

2011

2012

2013

2014

2015

2016

2017

2018

Georgia Institute of Technology-Main Campus 15517 14990 15478 16627 15867 17087 18630 18401 17603Indiana University-Bloomington 15784 15729 15908 17098 17722 18262 20297 20221 21220Iowa State University 14187 13317 13865 14209 13757 14504 16632 16597 16907Michigan State University 16985 16742 16623 16383 17207 18075 19105 20150 21970Ohio State University-Main Campus 22497 21855 21386 21910 22198 21987 25420 25048 19823Pennsylvania State University-Main Campus 18333 17534 19650 16748 16964 17750 21462 21643 21373Purdue University-Main Campus 17035 16428 17846 18439 19133 18698 24694 25243 24796Rutgers University-New Brunswick 17898 17402 17450 17598 20867 20737 22023 27650 26284Stony Brook University 19905 21006 22090 22348 22882 23404 30261 31631 27251Texas A amp M University-College Station 16808 14969 14032 14775 16756 16944 21242 21082 20183The University of Texas at Austin 18035 16445 17913 17573 18222 19286 25775 26398 25791University at Buffalo 18363 18975 18127 18874 19073 20075 25629 25879 22698University of Arizona 15228 15793 16936 16826 18161 18987 23696 22615 23370University of California-Berkeley 21909 22941 23186 24383 25064 29295 28969 27909 26492University of California-Davis 26288 26398 27582 29175 29373 31945 36630 36607 36107University of California-Irvine 23785 25220 26244 26505 27472 28223 31437 31443 29059University of California-Los Angeles 45502 48226 52422 55365 57895 62196 70828 73738 75565University of California-San Diego 29880 31692 35470 38368 37851 39402 44249 45210 47007University of California-Santa Barbara 11793 12337 14124 13915 14490 15770 15770 16782 16679University of California-Santa Cruz 10469 10229 10457 10587 10932 11557 13766 13877 14345University of Colorado Boulder 12971 15648 15606 16574 17406 17895 21934 22603 22736University of Florida 19470 20156 19231 19412 20367 21098 22297 22248 21152University of Illinois at Urbana-Champaign 19359 18356 19139 21365 21510 22378 26830 27577 28224University of Iowa 20966 19030 20115 20643 21182 21020 21633 21977 21593University of Kansas 16711 16640 18110 18722 19121 19665 22347 22763 23425University of Maryland-College Park 17030 16630 17082 17863 18854 19310 20020 20103 19919University of Michigan-Ann Arbor 28767 27115 27271 27344 27492 28603 37735 38305 37297University of Minnesota-Twin Cities 25520 23946 23836 24697 25712 25235 29059 28863 28550University of Missouri-Columbia 12988 11880 12571 13044 13454 14080 14994 15445 15620University of North Carolina at Chapel Hill 35880 34901 33976 33804 32827 33209 39785 38135 35414University of Oregon 12395 12735 13197 13734 14369 14550 19694 18855 20018University of Pittsburgh-Pittsburgh Campus 23390 22914 23321 23743 23441 24595 30268 30571 30921University of Utah 16448 15684 16393 16709 16984 18450 20797 21915 22000University of Virginia-Main Campus 22335 22130 21735 22968 23082 25146 29291 32997 30087University of Washington-Seattle Campus 29455 30996 30036 29383 29854 31465 37610 38803 38679University of Wisconsin-Madison 18151 17457 16693 17076 17152 17878 22311 21071 20770

University of South Carolina-Columbia 14338 13808 13552 14438 14820 14895 16242 16711 16049

Public AAU Average 20223 20124 20697 21244 21797 22743 26476 26954 26415

745101 764787 784693 818761 953120 970355 950928728037 724446Assumption Above Average Instructional CostStudent gt Below Average Instructional CostStudent

-

For the purposes of this analysis instructional costs are defined as a function of what institutions report to the NCES IPEDS Finance survey as ldquoinstructionrdquo or ldquoacademic supportrdquo expenses Instruction is a broad category that includes general academic instruction occupational and vocational instruction and the like but does not include academic administration (eg academic deans) which are reported as academic support Academic support also includes functions such as libraries museums and galleries

5

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 10: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

ENROLLMENT UPDATE Scott Verzyl

Associate Vice President for Enrollment and Dean of Undergraduate Admissions

Dr Cheryl Addy Vice Provost and Dean of Graduate School

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 11: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SYSTEM OVERVIEWFlagship Institution - USC Columbia

Comprehensive CampusesUSC Aiken USC Beaufort USC Upstate

Palmetto College

USC Lancaster USC SalkehatchieUSC Sumter USC Union

School of MedicineColumbia Greenville

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 12: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

USC SYSTEM HEADCOUNT ENROLLMENT

38627

39682

40510

41155

42394

42883

43785

42022

6519

6871

7241

7198

6922

6707

6889

7160

1526

1613

1697

1746

1814

1849

1874

1910

0 10000 20000 30000 40000 50000 60000

Fall 2013

Fall 2014

Fall 2015

Fall 2016

Fall 2017

Fall 2018

Fall 2019

Fall 2020

Undergraduate Graduate Professional

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 13: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change

Columbia Undergraduate 27379 27502 27336 (43) -016Law 634 634 639 5 079Medicine (Columbia) 390 391 404 14 359Medicine (Greenville) 417 418 427 10 240PharmD 433 432 440 7 162Masters 3611 3793 3917 306 847Doctoral 2087 2194 2124 37 177Total 34951 35364 35287 336 096

Aiken Undergraduate 3095 3258 3167 72 233Masters 252 468 512 260 10317Total 3347 3726 3679 332 992

Beaufort Undergraduate 2086 2112 1961 (125) -599Masters 3 7 6 3 10000Total 2089 2119 1967 (122) -584

Upstate Undergraduate 5607 5852 5415 (192) -342Masters 366 455 471 105 2869Total 5973 6307 5886 (87) -146

Lancaster Undergraduate 1418 1640 996 (422) -2976Salkehatchie Undergraduate 721 964 735 14 194Sumter Undergraduate 1187 1360 1108 (79) -666Union Undergraduate 778 1153 691 (87) -1118

System Total 50464 52633 50349 (115) -023

Headcount Comparison Report

Fall 2020 to Fall 2019 as of August 20 2020

Summary

Sheet3

Sheet1

Sheet2

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races of Total New Freshmen Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 35 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 33 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 42 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 41 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 44 1333 231 3309 572 5781
increase 2016 4 122 215 107 76 521 918 671
to 2020 80 82 843 491 42 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total SC Residents of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 2391 468 5110
2017 13 197 317 54 305 52 5 196 1033 176 2850 485 5880
2018 13 200 357 61 270 46 5 248 1093 187 3011 514 5854
2019 8 245 367 58 347 55 4 260 1231 196 3255 518 6286
2020 9 270 470 81 325 56 4 255 1333 231 3309 572 5781
incr 2016 4 122 215 107 521 918 671
to 2020 80 82 843 491 642 384 131
preliminary as of 8262020
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 209 2 174 1008 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 90 1213 47 28 960 5322 208 26362
2018 44 821 2315 91 1219 48 29 1011 5439 213 26733
2019 52 920 2320 91 1373 54 24 1088 5777 226 27502
2020 48 1020 2468 10 1451 57 22 1145 6154 241 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 799 696 27 20 660 4020 157 14878
2017 27 631 2044 800 745 29 17 668 4132 162 15133
2018 29 666 2053 803 789 31 19 709 4265 167 15121
2019 39 758 2052 803 899 35 14 752 4514 177 15467
2020 34 827 2149 8 956 37 11 798 4775 19 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Campus Level 2019 Preliminary 2019 Freeze 2020 Preliminary Change Change
Columbia Undergraduate 27379 27502 27336 (43) -016
Law 634 634 639 5 079
Medicine (Columbia) 390 391 404 14 359
Medicine (Greenville) 417 418 427 10 240
PharmD 433 432 440 7 162
Masters 3611 3793 3917 306 847
Doctoral 2087 2194 2124 37 177
Total 34951 35364 35287 336 096
Aiken Undergraduate 3095 3258 3167 72 233
Masters 252 468 512 260 10317
Total 3347 3726 3679 332 992
Beaufort Undergraduate 2086 2112 1961 (125) -599
Masters 3 7 6 3 10000
Total 2089 2119 1967 (122) -584
Upstate Undergraduate 5607 5852 5415 (192) -342
Masters 366 455 471 105 2869
Total 5973 6307 5886 (87) -146
Lancaster Undergraduate 1418 1640 996 (422) -2976
Salkehatchie Undergraduate 721 964 735 14 194
Sumter Undergraduate 1187 1360 1108 (79) -666
Union Undergraduate 778 1153 691 (87) -1118
System Total 50464 52633 50349 (115) -023
University of South Carolina - Columbia
New First-Time Freshmen
Fall Term American Indian or Alaska Native Asian Black or African American of Total New Freshmen Hispanic of Total New Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New Freshmen Total New Freshmen
2016 5 148 255 50 218 43 7 179 812 159 5110
2017 13 197 317 54 305 52 5 196 1033 176 5880
2018 13 200 357 61 270 46 5 248 1093 187 5854
2019 8 245 367 58 347 55 4 260 1231 196 6286
2020 9 270 470 81 325 56 4 255 1333 231 5781
incr 2016 4 122 215 107 521 671
to 2020 80 82 843 491 642 131
University of South Carolina - Columbia
New First-Time Freshmen
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE Freshmen Hispanic of Total New IN STATE Freshmen Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE Freshmen Total New IN-STATE Freshmen
2016 3 104 211 88 113 47 3 99 533 223 2391
2017 6 155 259 91 159 56 2 122 703 247 2850
2018 10 154 314 104 175 58 3 164 820 272 3011
2019 5 200 323 99 213 65 2 162 905 278 3255
2020 6 205 412 125 209 63 2 174 1008 305 3309
incr 2016 112 100 475 918
to 2020 531 885 891 384
University of South Carolina - Columbia
Total Undergraduates
Fall Term American Indian or Alaska Native Asian Black or African American of Total UG Hispanic of Total UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total UG TOTAL UG
2016 46 702 2301 90 1115 44 31 933 5128 201 25556
2017 45 774 2302 87 1213 46 28 960 5322 202 26362
2018 44 821 2315 87 1219 46 29 1011 5439 203 26733
2019 52 920 2320 84 1373 50 24 1088 5777 210 27502
2020 48 1020 2468 90 1451 53 22 1145 6154 224 27436
incr 2016 318 167 336 212 1026 1880
to 2019 45 73 301 23 200 74
University of South Carolina - Columbia
Total Undergraduates
SOUTH CAROLINA RESIDENTS
Fall Term American Indian or Alaska Native Asian Black or African American of Total New IN STATE UG Hispanic of Total New IN STATE UG Native Hawaiian or Other Pacific Islander Two or More Races Total URM of Total New IN STATE UG TOTAL IN-STATE UG
2016 35 568 2041 1372 696 47 20 660 4020 270 14878
2017 27 631 2044 1351 745 49 17 668 4132 273 15133
2018 29 666 2053 1358 789 52 19 709 4265 282 15121
2019 39 758 2052 1327 899 58 14 752 4514 292 15467
2020 34 827 2149 1365 956 61 11 798 4775 303 15743
incr 2016 11 203 494 589
to 2019 05 292 123 40
Page 14: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

GRADUATE EDUCATION AT THE UNIVERSITY OF SOUTH CAROLINA

Dr Cheryl AddyVice Provost and Dean of The Graduate School

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 15: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UNIVERSITY OF SOUTH CAROLINA -GRADUATE EDUCATION AT A GLANCE

bull Graduate Degree Programs at UofSC Columbiabull 135 masterrsquosspecialist degreesbull 64 doctoral degreesbull 38 certificate programsbull 46 programs with 100 online delivery though

USC Columbiabull Graduate Degree Programs at the system

comprehensive universitiesbull 10 masterrsquos degrees

bull Program Rankingsbull 1 International MBA (USNampWR 2019)bull 6 Online Nursing Program (USNampWR 2019)bull 1 Sport Science Schools amp Departments in the

US (Shanghai Rankings 2018)23

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 16: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UofSC GRADUATE ENROLLMENT

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Doctoral Masters + Non-degree

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 17: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UofSC GRADUATE ENROLLMENT BY COLLEGE

0

200

400

600

800

1000

1200

1400

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College - Other

Arts and Sciences BusinessEducation Engr amp ComputingHosp Retail Sport Mgmt Information amp CommunicationsMusic

0

100

200

300

400

500

600

700

800

Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

Graduate Enrollment by College ndash Health Sciences

Medicine Nursing Pharmacy Public Health Social Work

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 18: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UofSC GRADUATE ENROLLMENT DEMOGRAPHICS

bull 59 South Carolina residentsbull Most popular states beyond SC Virginia North Carolina Georgia

Floridabull 84 US citizens or permanent residents

bull Most popular countries beyond US China India Republic of Korea Bangladesh Taiwan

bull 19 underrepresented minorities

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 19: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UofSC DOCTORAL DEGREES CONFERRED

0

50

100

150

200

250

300

350

400

450

500

00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19

PhD DMA DPT DNP DrPH EdD

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 20: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

WHY UofSC FOR GRADUATE STUDIESScholarly Initiatives

bull Presidential Fellows ndash award-winning fellowship program for our best doctoral and MFA students

bull Grace Jordan McFadden Professors Program ndash funding and mentoring for under-represented minorities planning for the professoriate

bull Graduate Civic Scholars ndash program to promote interdisciplinary research involvement in social justice initiatives and an enhanced understanding of the role of scholarship in addressing societal needs

28

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 21: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

WHY UofSC FOR GRADUATE STUDIES

Professional Developmentbull Career guidance and preparation for the job marketbull Communication bull Salary negotiation and financial literacybull How to find and benefit from mentoringbull Three Minute Thesis (3MT) skillsbull Grant and proposal writingbull Individual development plansbull Opportunities to present and publishbull Training to be a better instructor Preparing Future Faculty programbull Travel grants for professional meetings

29

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 22: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UNDERGRADUATE ENROLLMENT AT UofSC COLUMBIA

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 23: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

NEW UNDERGRADUATE STUDENTS FALL 2020 PROJECTING OVER 7750

preliminary as of 82320

74

19

4 3

Freshmen

Transfers

Other New Student

Pathway+ Gateway

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 24: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

2020 INCOMING CLASS PROFILE

unofficial counts as of 81820

All Freshmen Capstone Scholars Honors College Gateway Palmetto Pathway

Number 5776 1490 580 155 54

Avg SAT 1240 1352 1467 961 968

Avg ACT 277 302 33 177 188

GPA 425 443 482 364 351

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 25: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FALL 2020 ENROLLMENT FUNNEL

5776

6108

23883

34946

166124

380158

0 50000 100000 150000 200000 250000 300000 350000 400000

Enrollees

Deposits

Admits

Applicants

Inquiries

Prospects

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 26: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

APPLICATIONS BY RESIDENCY

11754

13965 1375914658

16847 16383 16319

20369 20776

24273

8858 9130 9090 8601 8889 9059 9694 10514 10491 10673

20612

23095 22849 23274

25736 25442 26013

30883 31267

34946

0

5000

10000

15000

20000

25000

30000

35000

40000

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Ten-Year Application Trend

Non Resident SC Resident Total

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 27: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

COVID PIVOTbull Developed communication plan and virtual landing page to communicate virtual

offerings to admitted and prospective students and their families

bull Between March and July 2020 offered more than 500 virtual events with more than 11000 attendees In 2019 we offered 26 virtual events for 600 attendees

bull Offered more than 2000 timeslots for one-on-one meetings with an admissions representative and more than 300 students attended one of those meetings

bull Available daily on Live Chat sessions

bull Initiated Zoom phone lines and then transitioned to Ring Central

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 28: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

CHATBOT ndash ldquoASK COCKYrdquo

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 29: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

CHATBOT ndash ldquoASK COCKYrdquoInteractions by DayInteractions by Hour

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 30: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

ADDITIONAL COVID CONTINGENCY ACTIONS

bull S+SU Grading Optionbull 6320 students opted in for 12233 individual coursesbull 88 of grades assigned were S+ or S

bull Academic Standing For Spring 2020bull 452 undergraduate students were impacted by temporary probationsuspension policy

bull Student Success Center Phone Campaignbull 16149 phone calls to current and returning students made by 170 volunteers

bull Enrollment Deposit Deadline Extensionbull Went early to Waitlistbull Awarded Additional Need-based Aidbull Upgraded Scholarship Awardsbull Fall 2020 Freshman Admission Deferrals

bull 180 inquiries receivedbull 45 Deferral Agreement Forms received and approved

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 31: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

ENROLLMENT BY RESIDENCY

14051574 1634 1680

1908 1984 21192433

2550 26622744 3036

2974 3042 24052241 2116 2192 22012515 2585 2461 2569

2425 2528 23602838

3167 32183371

3646 3690 3826 3881

4423 4569 45805002 4975

5190 5104

58746141 6260

5776

1200

2200

3200

4200

5200

6200

7200Fa

ll 20

06

Fall

2007

Fall

2008

Fall

2009

Fall

2010

Fall

2011

Fall

2012

Fall

2013

Fall

2014

Fall

2015

Fall

2016

Fall

2017

Fall

2018

Fall

2019

Fall

2020

Ten-Year Enrollment by Residency

Nonresident SC Resident Total

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 32: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FRESHMAN CLASS TOP 10 STATES 2020North Carolina New York

Georgia Pennsylvania

New Jersey Massachusetts

Virginia Ohio

Maryland Illinois

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 33: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SERVING MORE SC STUDENTS THAN EVER BEFORE

2585

2618

2737

2753

2882

2693

3169

3587

3610

3580

59 59 61 6365

60

70

77 77 79

00

10

20

30

40

50

60

70

80

90

0

500

1000

1500

2000

2500

3000

3500

4000

Fall 2011 Fall 2012 Fall 2013 Fall 2014 Fall 2015 Fall 2016 Fall 2017 Fall 2018 Fall 2019 Fall 2020

South Carolina High School Graduates Served on Columbia CampusFall 2011 - Fall 2020

Total SC Residents Served of All Graduates

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 34: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

OPPORTUNITY ABOUNDS FOR SC RESIDENTS

99Fall 2020

Proportion of SC applicants who are admitted to fall freshman class Gamecock Gateway or Palmetto Pathway

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 35: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

MORE ABOUT THE FRESHMAN CLASS

bull Emma and John ndash Most popular namesbull 57 from South Carolinabull 55 Femalebull 23 URM bull 18 First Generation in Collegebull 18 Pell Eligiblebull 29 sets of twinsbull 72 Valedictoriansbull 1478 high schools representedbull 42 states and territories including District of Columbia and 30

countriesbull All 46 SC Counties represented

Preliminary as of 81820

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 36: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

2020 FRESHMAN CLASS TOP MAJORS

Biological Sciences Exercise SciencePre-Nursing Public HealthUndeclared Computer Science

Business Undeclared Political ScienceSport amp Entertainment

Management Finance

Pre-International Business Mechanical EngineeringPsychology Marketing

Majors listed here account for 62 of freshman class

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 37: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SINCE 2008 RECESSION RESIDENT ENROLLMENT HAS GROWN FASTER

THAN HS PIPELINE AS A WHOLE

+18

All South Carolina

HS Graduates +53

SC Resident Freshmen

+51Freshman

Class (Total)

Fall 2008-Fall 2020Source UG Admissions Annual Report WICHE

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 38: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

DEMOGRAPHIC PROJECTIONS FOR FALL 2020bull Record Number of Undergrad SC Residents Enrolled (+3)

bull 57 of Freshmen are SC Residentsbull Decrease in Undergrad Non-Residents (-47)bull Decrease in International Students (-16)bull Increase in Overall Underrepresented Minority Enrollment (+8)bull Increase in Overall African American Enrollment (+10)bull Increase in Overall Hispanic Enrollment (+6)bull Increase in Pell Recipients (+2)

Preliminary data as of 82120

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 39: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

MORE UNDERREPRESENTED FRESHMENSINCE 2016

African American + 84

Unofficial counts as of 82620

Hispanic+ 49

URM

+ 64 Freshman Class

+13

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 40: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UNIVERSITY OF SOUTH CAROLINA -COLUMBIA NEW FIRST-TIME FRESHMEN SINCE 2016

Fall Term

Black or African

American

of Total New

Freshmen Hispanic

of Total New

Freshmen

Two or More Races

of Total New

Freshmen Total URM

of Total New

FreshmenTotal SC

Residents

of Total New

FreshmenTotal New Freshmen

2016 255 50 218 43 179 35 812 159 2391 468 5110

2017 317 54 305 52 196 33 1033 176 2850 485 5880

2018 357 61 270 46 248 42 1093 187 3011 514 5854

2019 367 58 347 55 260 41 1231 196 3255 518 6286

2020 470 81 325 56 255 44 1333 231 3309 572 5781

increase 2016 215 107 76 521 918 671

to 2020 843 491 42 642 384 131

Fall 2020 preliminary as of 8262020

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 41: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

38000

40000

42000

44000

46000

48000

50000

52000

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC High School Graduate ProjectionsTotal Students 2010-2032

GRAND TOTAL

-8(2026-2032)

-2(2018 to 2032)

-3(2018-2021)

+8 (2018-2026)

Source WICHE

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 42: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

11500

12000

12500

13000

13500

14000

14500

15000

15500

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032

SC African American HS Graduate Projections2010-2032

-8(2018-2021)

-12(2018-2032)

+2(2018-2026)

Source WICHE

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 43: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FALL 2019 COLUMBIA ENROLLMENT BY RACE ALL LEVELS

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0Asian

3

Black or African

American 9

Hawaiian or Pacific Islander

0

White 73

Two or More Races 4

NR Alien 5

Unknown 1

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 44: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FALL 2019 SYSTEM ENROLLMENT BY RACE

Data retrieved from wwwiprscedu Table Generator

Hispanic 5 American IndianAlaska

Native 0

Asian 3

Black or African American

14

Hawaiian or Pacific Islander

0

White 67

Two or More Races 4

NR Alien 4 Unknown

3

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 45: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SHIFTS IN PARENT OPINIONS SINCE PANDEMIC

bull Cost is biggest Source of Anxiety ndash even more than health and well-beingbull Net Cost Debt and Availability of Scholarships are top concerns

bull Parents More Unsure on How Much to Spend for Collegebull Uncertainty has increased across all income bandsbull Only 45 of middle-income families willing to pay more than $15Kyear

bull Least affluent parents amp students more likely to alter plans bybull Consider online programsbull Stay closer to homebull Avoid areas with an outbreak

bull Safety and Security Growing in Importance

Source EAB Survey of Parents of College-bound students Summer 2020

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 46: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

ADJUSTED GROSS FAMILY INCOMEFALL 2019 ALL STUDENTS

Adjusted Gross Family Income All Students SC Resident Out-of-State

$0-49999 159 237 60

$50000-99999 140 191 74

$100000-249999 277 276 279

$250000-499999 69 36 111

$500000-749999 11 05 18

$750000-999999 03 01 05

$1000000+ 03 02 05

Not Reported 339 252 448

Total 27330 15265 12056

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 47: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

PERCENTAGE OF STUDENTS RECEIVING AIDUofSC COLUMBIA

Percent of Undergraduate Students Receiving Financial Aid 91

Percent of Undergraduate Students Receiving Need-Based Financial Aid 47

Percent of GraduateProfessional Students Receiving Financial Aid 89

Percent of All Students Receiving Financial Aid 91

Source httpssceduaboutoffices_and_divisionsfinancial_aiddocumentsfactbooks1920factbook_percentages_of_students_receiving_financial_aid_and_average_awardsxlsx

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 48: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

NEW FRESHMAN FINANCIAL AID BY SOURCE

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeResident Entering Freshmen

Grant Loan Scholarship Work

$000

$500000000

$1000000000

$1500000000

$2000000000

$2500000000

$3000000000

$3500000000

1415 1516 1617 1718 1819 1920

Tota

l Dol

lars

Aid Year

Total Aid by TypeNonresident Entering Freshmen

Grant Loan Scholarship Work Est Tuition Reduction - UG Schlp

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 49: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

Average Undergraduate Student Loan Debt at Graduation Average Dollars Borrowed

$20000

$22000

$24000

$26000

$28000

$30000

$32000

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

$27850 $28400$28950

$30100$29375

$28650$29200

$27416

$29092$29163

$30564$30123

$30891 $30838

$24365

$26319

$28200$28500 $28966

$29401$30449

Aver

age

Dol

lars

Bor

row

ed

Graduating Class

Average Student Loan Debt at Graduation - National Average Student Loan Debt at Graduation - SC Average Debt at Graduation - UofSC Columbia

Source Internal Student Debt Study Data httpsticasorg

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 50: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

Percentage of Undergraduate Students with Student Loan Debt at Graduation

40

45

50

55

60

65

70

Class of 2012 Class of 2013 Class of 2014 Class of 2015 Class of 2016 Class of 2017 Class of 2018

70 70 69 68 67 65 65

55

59 59 60 6058 58

52 53 5455

5454 54

Perc

enta

ge

Graduating ClassPercentage of Students with Student Loan Debt at Graduation - National

Percentage of Students with Student Loan Debt at Graduation - SC

Percentage of Students with Student Loan Debt at Graduation - USC Columbia

Source httpswww2edgovofficesOSFAPdefaultmanagementcdrhtml

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 51: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

Freshman to Sophomore return rate for the following fall

FIRST-TIME FULL-TIME FRESHMAN RETENTION RATES

859868

872

882 881 881 883887

880886

76

78

80

82

84

86

88

90

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Updated August 18 2020

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 52: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FIRST-TIME FULL-TIME FRESHMAN GRADUATION RATES

458 457

512530 539

557 547 544

580

644661

643672

696 697713

697 696722

740690675

703723 728 729 723 731

752 755

30

35

40

45

50

55

60

65

70

75

80

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

4-Yr Grad Rate 5-Yr Grad Rate 6-Yr Grad Rate

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 53: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

6-YEAR GRADUATION RATES IN TOP 10 OF ALL 4-YEAR PUBLIC UNIVERSITIES

777Public 4yr colleges

81 Public 4yr

universities6yr grad rate gt=70

(10 of all publics)

58 6yr grad rate greater

than UofSC-COL

Source IPEDS 2012 cohort 6-year graduation rates

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 54: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

CLOSING THE ACHIEVEMENT GAPbull Highest Graduation Rate for African Americans among SC

publicsbull Award more degrees to African Americans than any other

school in SCbull African American Students graduate at nearly the same rate

as whites ( lt 2 percentage gap)bull Ranked 4th among US public flagships in degrees awarded to

African Americans

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 55: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FOR MORE INFORMATION CONTACT

R Scott VerzylDean of Undergraduate AdmissionsAssociate Vice President for Enrollment ManagementScottVerzylscedu(803) 777-6922

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 56: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FINANCIAL UPDATES Kelly Epting

Associate Vice President for Finance and Budget

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 57: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FPG PLANNING ASSUMPTIONS IN TIME OF COVID 19bull Enrollment decline assumptions

bull Per FPG Chairs of EnrollmentFinancebull Total Students (FTE) ndash 29985

bull Total Undergraduate ndash 24411bull Freshman - 5300 (down 15)bull Continuing ndash 19111 (down 10)

bull Residents ndash 58 (increase from 51 in prior years)bull Non-Residents ndash 42

bull Graduate ndash 3621 (down 10)bull Professional ndash 1953 (stable)

bull Factors in point in time data and higher than expected ldquomeltrdquo over the summer

bull Other revenue declinesbull Auxiliaries related to enrollment (housing meals parking)bull E funds Misc A funds Grant funds (IDC)

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 58: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

UNIVERSITY OF SOUTH CAROLINA COLUMBIA

EXCERPT FROM BOT PROPOSAL APPROVED JUNE 19 2020

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 59: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

PLANNING ASSUMPTIONSbull The New Budget Model will be utilized at the Columbia campusbull We will match recurring resources to recurring uses and non-recurring

resources to non-recurring uses bull We will match recurring revenue losses with recurring cost reductions and

non-recurring revenue lossesexpenses with non-recurring resources (such as carryforward)

bull Greater percentage reductions are proposed for support (administrative) units compared to academic units

bull Auxiliaries will cover their own impactsbull Athletics continues to monitor potential impacts on schedules and fan

participation

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 60: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

COST SAVINGS STRATEGIESbull Previously Announced Cost Control Measures

bull Campus Village Project on Hold ($240M)bull Other CapitalMaintenance Projects have been deferred ($88M)bull Actively renegotiating food service contract

bull Additional Cost Savingsbull Reduction of Administrative Budgets as a prioritybull 10 pay reductions for Executive Cabinet and Key Coachesbull Furloughs for wages earners in top 25 of personnelbull $7 million pay contribution from facultybull Reduce Consulting Contractsbull Hiring Freeze - Vacant positions including Faculty (could have exceptions)bull Reduction in Temporary Employees Stop Overtime bull Travel Freezebull No Salary Increases (could have exceptions) No Bonuses Reduce Salary Supplements

bull Use of Reserves Utilize $62M in reserves for nonrecurring revenue reductions and cost increases

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 61: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FY21 SOURCES amp USES ndash COVID IMPACT SUMMARY

Total impacts prior to cost savings and mitigation strategies are estimated at ($127 Million) ($59 Million) is considered recurring ($68 Million) is considered one-time or nonrecurring in nature

FPG Matrix

Total Revenue Impacts

Total Recurring

COVID Added Cost Impacts

Revenue Impacts

Total Nonrecurring

Revenue ImpactLoss of Tuition (51944254)$ (51944254)$ (51944254)$ - - - Loss of Auxiliary Revenues (25071851) (7260047) (7260047) - (17811804)$ (17811804)$ Loss of Other Revenues (14219687) - - - (14219687)$ (14219687)$

Total revenue impact (91235792)$ (59204301)$ (59204301)$ - (32031491)$ (32031491)$

Expense increases - - PPE and Health and Safety (14535224)$ - - (14535224)$ - (14535224)$ IT and Distance Learning (3758750) - - (3758750) - (3758750) Academics and Support (17258990) - - (17258990) - (17258990)

Total Estimates (35552964)$ - - (35552964)$ - (35552964)$

Total Impact Including Athletics (126788756)$ (59204301)$ (59204301)$ (35552964)$ (32031491)$ (67584455)$

Recurring Nonrecurring

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 62: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FY21 SOURCES amp USES ndash COVID IMPACTS RECURRING PLAN

For recurring impacts of ($59 Million) greater percentage reductions are proposed for support (administrative) units (10) compared to academic units (5) Under the new Budget Model any tuition revenues collected above these estimates will flow directly to the academic units

Impact Academic Units Support Units Other

Auxiliaries Total Loss of Tuition and Fees $ (45003502) $ (4122078) $ (2818674) (51944254)$ Loss of Athletics Revenue - - - - Loss of Other Auxiliary Revenue - - (7260047) (7260047) Loss of Other Revenues - - - - Total Impact to be addressed in FY2021 (45003502)$ (4122078)$ (10078721)$ (59204301)$

Strategy to Address ImpactReductions for lost tuition and fee revenue $ (17529056) (4122078)$ (2818674)$ (24469808)$ Forced Efficiencies and Recurring Reductions to Support Units to Reduce the - (27474446) - (27474446) Reductions to Athletics to balance budget - - - - Reductions to Auxiliaries to balance budget - - (7260047) (7260047) Total allocation of Impact to Units (17529056)$ (31596524)$ (10078721)$ (59204301)$

Impact on Annual Budget 5 10 11

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 63: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FY21 SOURCES amp USES ndash COVID IMPACTS NON-RECURRING PLAN

One-time funds collected from Central Administration units protect Academic units from further negative impacts Funds collected allow for a reasonable contingency for further pandemic mitigation

Impacts Academic

Units Support Units Other

Auxiliaries Total Loss of Athletics Revenue -$ Loss of Other Auxiliary Revenue (17811804)$ (17811804) Loss of Other Revenues (14219687)$ - (14219687)

Total Nonrecurring Revenue Losses -$ (14219687)$ (17811804)$ (32031491)$

PPE amp Health and Safety (14535224)$ (14535224)$ IT amp Distance Learning (3758750) (3758750) Academics and Support (17258990) (17258990)

Total Nonrecurring Expenses -$ (35552964)$ - (35552964)$ Total Impact to be addressed in FY21 -$ (49772651)$ (17811804)$ (67584455)$

Strategy to Address ImpactUse of carryforward (reserves) $ (43703922) $ (17811804) (61515726)$ Use of CARES Act funding (10707565) - (10707565) Use of FEMA funding (3141709) - (3141709) Use of AccelerateSC funding TBD - - Total available to address COVID Impacts -$ (57553196)$ (17811804)$ (75365000)$ Preliminary impact to be addressed Surplus (Deficit) -$ 7780545$ - 7780545$

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 64: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

BUDGET EXECUTION

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 65: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

LEGACY BUDGET TO BUDGET MODEL COMPARISONBase Budget

Summer TuitionProgram amp Other Fees

IDC - 375 SplitGrant Contract amp Gift Revenue

Sales Services amp Other Revenue

Grant Expenses

SOURCES

USES

- Less

= Equals

Change in BalanceMarginRESERVES

LEGACY BUDGET NEW BUDGET (WORKING DRAFT)

SOURCES

Summer TuitionProgram amp Other Fees

IDC ndash 375 SplitGrant Contract amp Gift Revenue

ELIMINATE - Base Budget

Sales Services amp Other Revenues

NEW - Fall amp Spring Tuition(Undergrad amp Graduate)

Eliminate

Maintain

NEW- AppropriationsNEW - IDC ndash Additional 625

AddNew

- Less

USESPersonnel amp Non-Personnel Expenses Personnel amp Non-Personnel Expenses

Grant Expenses

NEW - Participation FeeTax (-) NEW - Subvention (+) MODEL

ALLOC

Maintain

NEW - Strategic Initiative Funding (+)

Change in BalanceMargin RESERVES

= Equals

+ Plus or ndash Less (Net Impact)

AddNew

NEW - Support AllocIndirect Cost (-) USESMODELAddNew

SOURCESMODEL

73

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 66: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

BUDGET MODEL GOVERNANCE STRUCTURE

Operational Support Teams

Advisory Committees

Executive Groups

Model Development

Team

Model Analysis Reporting

Team

Develop budget calendar and guidelines

Develop model reports for users at various levels and analyze mode results

Identify policies impacted by new budget model and recommend modifications andor development of new policies

Respond to budget model training requests to enhance budget model understanding across various groups

Budget Model Governance

Advisory Committee

Charged with advising decision makers on policypractice matters related to format construction and general philosophy of the budget model

Support Unit Allocation Committee

Group charged with gathering information to provide recommendation to decision makers regarding support unit allocations

Courses amp Curricula Committee (Existing)

In addition to current roles expands charge to consider proposals for new courses to avoid unnecessary course duplication or ldquogamingrdquo

Space Needs and Planning Committee

(Existing)

In addition to current roles expands role to ensure that timely and accurate space utilization data is available for users of the budget model

Advisory Cmton Finance amp

Budget (ACFAB)

Group responsible for financial oversight and coordination and for deploying the strategic plan on behalf of the President and Board of Trustees

PresidentUltimate decision maker

related to institutional proposals to the Board of

Trustees

Board of Trustees

Final decisions related to the budget

Support Unit Allocation Committee meetings planned to begin in October and will meet as required throughout budget process Other committees to meet as needed

BUG meets monthly President and Board Briefings take place regularly throughout the year

Policy ReviewDevelopment

Team

Training Team

FacultyFaculty Senate role envisioned

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 67: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

BUDGET UPDATESbull Enrollments are more than initial estimates but less than the prior year in

totalbull Tuition revenue over budget will accrue to the academic units per the Budget

Modelbull We are watching State House activity for any changes to state appropriations

in FY2021 and FY2022bull FY2020 COVID expenditures have been validated internally for

appropriateness and submitted for reimbursement to SC CARES FEMA etc

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 68: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

DIVERSITY AND INCLUSION

OFFICE OF DIVERSITY EQUITY AND INCLUSION (ODEI)

Diversity Equity and Inclusion at UofSC

Julian R Williams VP for Diversity Equity and Inclusion

JulianWilliamsscedu

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 69: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

INTRODUCTION

bull About me

bull Vision to lead and establish UofSC as a national leader in terms of inclusive excellence

bull Why

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 70: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FRAMEWORK amp VISION bull Context

bull The world is in the midst of the largest worldwide civil rights movement in modern history While protests originally started in response to George Floydrsquos and Ahmaud Arberyrsquos murders they have quickly evolved into larger conversations and movements about institutional racism

bull It is critical for UofSC to proactive providing direction to campus units faculty staff and students on our commitment to inclusion and demonstrate intentionality

bull Continue communication on issues related to social change social justice and DEI more broadly

bull Nothing short of bold leadership will get us through this moment

bull UofSC strengthsbull Strong leadershipbull Strategic plan (DEI Strategic Plan)bull Council of Academic Diversity Officers (CADO)bull High capacity for positive change and good momentum

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 71: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FRAMEWORK amp VISION bull Areas of opportunity

bull Behind our peers in terms of DEI infrastructurebull Lack of faculty diversitybull Must increase our efforts to ldquoinstitutionalizerdquo our commitment to inclusion across campus

Diversity canrsquot just be seen as the responsibility of ODEIbull If its important to you you write it down you hold yourself accountable you make time for it

and you invest in it

bull VP DEI prioritiesbull Build relationships with our students faculty and staffbull Develop pipelines pathways and partnershipsbull Ensure professionaladministrative staff reflects diversity of our statebull Expand on-campus education and increase administrative accountability for creation and maintaining

an inclusive campus environment

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 72: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FRAMEWORK amp VISION What can you do

bull Elevate diversity equity and inclusion as a core value of UofSCbull Empower and invest in the Associate Deans for Diversity and Inclusionbull Take the lead in terms of recruitment and retention of a diverse facultybull Encourage facultystaff to take advantage of the resources UofSC offers in

this area in terms of professional developmentbull Teaching Towards Inclusive Excellence Certificate within UofSC Center for Teaching

Excellencebull COE has awesome Anti-Racism professional development lined up for Fall 2020

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 73: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

THANK YOU AND LOOKING FORWARD TO WORKING WITH

YOU

Julian R Williams

Vice President for Diversity Equity and Inclusion

JulianWilliamsscedu

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 74: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

ACADEMIC PLANNING UPDATE

Sandra J KellyVice Provost and Dean of Undergraduate Studies

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 75: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

FALL AND SUMMER 2020 UPDATEbull Over 14000 grade changes from Spring 2020 to the S+SU

grading scale (system-wide)

bull Undergraduate Summer registration was up by 15 and Graduate Summer registration was up by 65

bull Coding of Hybrid Asynchronous and Synchronous classes and truth in advertising

bull Finish classes on time to prevent crowding and communicate to your students

bull Asynchronous remote classes on Labor Day and Election Day

bull Students have the option to complete the class at any point and do not have to attend class at a specific time on either day

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 76: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SPRING 2021 What we know

bull Social distancing in the classroom and mask requirement in place no classes larger than 100 all classes that have no alternatives should be offered in a 100 online format in addition to any format with face-to-face teaching

bull Start and end dates of Spring 2021 semester and parts of term are set

bull Faculty choice on the modality of teaching

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 77: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SPRING 2021What we knowbull Spring schedules from academic units to be submitted by

Monday September 14thbull Spring Schedule will go live to students by October 9th and any

changes to courses modality of teaching etc should be the exception as students register for classes

bull Face-to-face courses are encouraged bull Hybrid courses offer the most flexibilitybull Information about course modality is being moved so it is more easily

found by both students and instructors in Self Service Carolina

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 78: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

SPRING 2021

What we donrsquot knowIf there is a Spring Break and if so when whether we start online or not whether we end online or not etc

Public Health Modeling will guide calendar decisions and will be finalized by Thanksgiving

Study Abroad Maymester Summer Fall 2021 schedulingFlexibility will be key

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 79: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

THANKS

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks
Page 80: Fall Provost’s Retreat August 23,2019 · 2 days ago · FALL PROVOST’S RETREAT AUGUST 28, 2020. WELCOMING REMARKS Robert L. Caslen, Jr. President. ACADEMIC AFFAIRS UPDATE William

CLOSING REMARKS

  • Slide Number 1
  • Fall Provostrsquos RetreatAugust 28 2020
  • Welcoming Remarks
  • academic affairs update
  • UPDATE
  • Slide Number 6
  • Slide Number 7
  • Slide Number 8
  • Slide Number 9
  • Slide Number 10
  • Slide Number 11
  • Slide Number 12
  • Slide Number 13
  • Slide Number 14
  • Slide Number 15
  • Slide Number 16
  • Slide Number 17
  • ENROLLMENT UPDATE
  • System Overview
  • USC SYSTEM HEADCOUNT ENROLLMENT
  • Slide Number 21
  • Graduate Education at the university of south Carolina
  • University of South Carolina - Graduate Education at a glance
  • UofSC Graduate enrollment
  • UofSC Graduate enrollment by college
  • UofSC Graduate enrollment Demographics
  • UofSC Doctoral Degrees conferred
  • Why UofSC for Graduate Studies
  • Why UofSC for Graduate Studies
  • Undergraduate Enrollment AT uofsc cOLUMBIA
  • New undergraduate students Fall 2020 Projecting over 7750
  • 2020 Incoming Class Profile
  • Fall 2020 Enrollment Funnel
  • Applications by Residency
  • COVID PIVOT
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Chatbot ndash ldquoAsk Cockyrdquo
  • Additional COVID Contingency Actions
  • Enrollment by Residency
  • Freshman Class Top 10 States 2020
  • Serving more SC students than ever before
  • Opportunity Abounds for SC Residents
  • More about the Freshman Class
  • 2020 Freshman Class Top Majors
  • Since 2008 Recession Resident enrollment has grown faster than HS Pipeline as a whole
  • Demographic Projections for Fall 2020
  • More Underrepresented FreshmenSince 2016
  • University of South Carolina - Columbia New First-Time Freshmen since 2016
  • Slide Number 49
  • Slide Number 50
  • Fall 2019 Columbia Enrollment By Race All Levels
  • Fall 2019 System Enrollment By Race
  • Shifts in Parent Opinions Since Pandemic
  • Adjusted Gross Family IncomeFall 2019 All Students
  • Percentage of Students Receiving AidUofSC Columbia
  • New Freshman Financial Aid by Source
  • Slide Number 57
  • Slide Number 58
  • Slide Number 59
  • First-time Full-time Freshman Graduation Rates
  • 6-year Graduation Rates In top 10 of all 4-year public universities
  • Closing the Achievement Gap
  • For more information contact
  • Financial updates
  • FPG Planning Assumptions in time of covid 19
  • University of South Carolina ColumbiaExcerpt from BOT proposal APPROVED June 19 2020
  • Planning Assumptions
  • Cost Savings STRATEGIES
  • Slide Number 69
  • FY21 Sources amp USES ndash covid impacts RECURRING PLAN
  • FY21 Sources amp USES ndash covid impacts non-RECURRING PLAN
  • Budget execution
  • LEGACY BUDGET TO BUDGET model COMPARISON
  • Budget Model Governance Structure
  • Budget updates
  • Diversity and inclusionOffice of Diversity Equity and Inclusion (ODEI)
  • Introduction
  • Framework amp Vision
  • Framework amp Vision
  • Framework amp Vision
  • Thank you and looking forward to working with you
  • Academic Planning update
  • Fall and Summer 2020 update
  • Spring 2021
  • Spring 2021
  • Spring 2021
  • Thanks
  • Closing Remarks