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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
THANKS
CLOSING REMARKS
CLOSING REMARKS