Securing the Future of Vermont State Colleges System

1. “Serving Vermont’s Students by Securing the Future of the Vermont State Colleges System” Jeb Spaulding, Chancellor Mike Pieciak, Chair, VSCS Board of Trustees’ Long Range Planning Committee All-VSCS Zoom Meetings July 24, August 15, 2019 (Revised) 

2. A Vision for a Secure Future • Financially and functionally healthy institutions, all with consistently positive operating results; • A high quality, relevant, and contemporary educational experience for students, both traditional and non-traditional; • An interconnected, coordinated, and friction free system of unique and innovative colleges and universities; • Engaged communities of faculty and staff treating each other with mutual respect; • Great places to work and learn, in good condition and with up-to-date physical and IT infrastructure; • Programs that meet the workforce needs of the state and region, while launching the hopes and dreams of our students; and • Delivery of programs and services where and when students and clients need them.

3. A Commitment to Secure our Future To ensure the VSCS will thrive in the years ahead, Trustees will have the foresight to recognize the forces upon us and the fortitude and creativity to make necessary and timely decisions about what, how, and where to deliver relevant postsecondary education to Vermonters. Our colleges and universities must strategically and rapidly focus resources on new delivery platforms and flexibly-delivered credentials that reach both traditional-age and adult students, creating opportunities distributed across a lifetime.

4. The Role of the VSCS in Vermont • “For the benefit of Vermont”. • 11,000+ students and 2,000+ employees. • 20 locations. • 9,000 adults served in workforce development. • Over 80% of students are Vermonters who stay in Vermont. • Extension of public preK-12 system. • Vermont’s access institutions.

5. Our System’s Strengths • Diversity of offerings across the system. • Diversity of modes of instruction. • Capacity for efficiencies and resource sharing. • Commitment to serving a wide range of students. • Faculty and staff committed to student success. • Statewide footprint and economic and cultural hubs. • An entity of the State of Vermont. • Strong leadership at all levels: faculty, staff, presidents, trustees. • Culture of innovation: NVU unification, Killington School of Resort Management at Castleton, new VT Tech and CCV Apprenticeships, new systemwide payroll service.

6. Challenges we face in a rapidly changing world • Historically weak demographics. • Bottom-ranked state support. • Accelerating pricing pressures. • Barriers to adaptability. • Evolving student preferences and attitudes. • Disruptive technologies and delivery.

7. Demographics

8. Demographics State of Vermont Live Births by Year, 1989 to 2018 (Data from Vermont Agency of Human Services) Source: Vermont Agency of Human Services, 2019

9. Demographics Source: VSCS Sourcebook of Institutional Data, 2018 https://www.vsc.edu/sourcebook-2018-final/

10. State Support Source: VSCS

11. Price Pressure Source: The Integrated Postsecondary Education Data System (IPEDS) https://nces.ed.gov/ipeds/

12. Price Pressure Source: VSCS Sourcebook of Institutional Data, 2018 https://www.vsc.edu/sourcebook-2018-final/

13. Price Pressure Source: VSCS Sourcebook of Institutional Data, 2018 https://www.vsc.edu/sourcebook-2018-final/

14. Barriers to Rapid Adaptation • Chronic resource scarcity slows pace of innovation • Budget cuts reduce staff bandwidth for creating new programs, credentials, and delivery methods • Dated facilities - $54 million in deferred maintenance • Innovation required by this rapidly-changing environment will require more flexibility between the System and it’s bargaining unit partners and shared governance entities.

15. Evolving Student Preferences Pew Research Center: “just 16% of all Americans think that a four-year degree prepares students very well for a well-paying job in today’s economy” Confidence in higher education in the U.S.  has decreased significantly since 2015, more so than for any other U.S. institution that Gallup measures. This drop in confidence in the higher education industry comes after Gallup detected a similar decline in the public's view that higher education is available to those who need it, suggesting that access -- and more specifically, rising costs -- may be affecting the public's view of the industry more generally. Strayer Online

16. Pace and Scope of Technological Change Source: Educause Horizon Report 2019 Higher Education Edition https://library.educause.edu/resources/2019/4/2019-horizon-report

17. Our Strategic Priorities • Increase postsecondary continuation rate of high school students. • Improve our retention and graduate rates. • Be recognized as an attractive destination for Vermont high school graduates. • Serve well more working age Vermonters. • Operate as a more integrated system to expand student opportunities and achieve operational efficiencies. • Increase state financial support and other supplemental revenues. UPDATE, Strategic Priorities: Long Range Planning Committee, October 25, 2017 (p. 24) https://www.vsc.edu/wp-content/uploads/2017/10/2017-10-25-Long-Range-Planning-Committee-Meeting-Materials.pdf

18. Questions about next steps… • What forces and trends are missing in this white paper?  What do you agree with?  What seems off the mark? • How can we transform our operations as a responsive, relevant, and thriving system of unique and dynamic institutions without significant new resources? • How do we transform our operations to reduce the cost of delivery across the system to support the VSCS’s long-term sustainability, ability to innovate, and for greater affordability for students? • How will we align our physical infrastructure to ensure vibrant student living and learning experiences within limited resources? • How can we transform our approach to programs and delivery models that support quicker degree and credential completion? • How can we prioritize our efforts to focus more on pathways into programs that align with Vermont’s high-wage, high-growth occupations? • What new strategic alliances among our colleges would support a transformation of student access, expanded opportunities, and financial sustainability? • How do we operate as a more strategic partner with statewide entities and networks?

19. Proposed Project Timeline May 29, Long Range Planning Committee (LRPC) Meeting Introduce “Secure Our Future” Project June 19, LRPC Meeting Discuss challenges upon us in White Paper. July-August, Campus and Online Listening Sessions Present and solicit feedback on White Paper. August 26, LRPC Meeting Discuss findings from campus listening sessions and finalize White Paper. September, Campus and Online Listening Sessions Share and solicit ideas about how the VSCS will confront challenges October 21, LRPC Meeting Discuss potential recommendations to present to Board in December. December 3, Board of Trustees Meeting

20. To follow progress on “Secure the Future” project, please bookmark: www.vsc.edu/board-of-trustees/securethefuture • To provide feedback or to ask questions, please email securethefuture@vsc.edu