AGENDA• Introduction

• Second Quarter (Q2) Finance Reports

• University Fiscal Model

• Student Pipeline/Progression

• Vision 2022 Updates

• Information Technology (IT) Highlight

• Chief Operating Officer Report

• Q&A

2

INTRODUCTION TO TOWN HALL

3

SECOND QUARTER (Q2) FINANCE REPORTSData Taken as of the End of Second Quarter (March 31, 2017)

4

5

Office of COO (Operations)

Office of CFO (Finance) Student Affairs Academic

AffairsUniveristy President

Community College

PS Budget $16,252,283 $3,316,248 $3,016,868 $36,903,194 $4,867,202 $14,965,936 Q2 PS Actuals $6,763,537 $1,417,293 $1,317,199 $17,581,047 $2,228,923 $6,282,195 % PS Spent 42% 43% 44% 48% 46% 42%NPS Budget $17,626,041 $468,872 $2,281,662 $4,965,609 $4,564,911 $9,050,805 Q2 NPS Acutals $5,839,021 $218,783 $788,718 $2,487,514 $1,621,653 $4,444,414 % NPS Spent 33% 47% 35% 50% 36% 49%

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

Q2UnrestrictedFunds

6

$-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

Arts & Sciences

Business & Public

Administration

CAUSES Community College

David A. Clarke

School of Law

Engineering & Applied Sciences

PS Budget 12,536,983 4,317,184 3,908,177 14,965,936 8,428,649 3,784,489Q2 PS Actuals 5,686,289 1,877,420 1,766,422 6,282,195 3,548,605 2,039,064% PS Spent 45% 43% 45% 42% 42% 54%NPS Budget 302,057 102,018 927,383 9,050,805 720,046 254,441Q2 NPS Actuals 63,582 26,113 272,655 4,444,414 529,537 130,125% NPS Spent 21% 26% 29% 49% 74% 51%

Schools and Colleges Q2 Unrestricted Funds

THE UNIVERSITY’S ENDOWMENT FUND –PORTFOLIO REVIEW PERFORMANCE

8

CAS CAUSES Law School SBPA SEAS Student Affairs UDC-CCAward Amount 4,361,527 6,435,880 565,458 3,027,560 1,975,617 1,428,456 5,041,542 Amount Encumbered 801,781 1,927,128 271,592 935,458 103,513 443,133 1,249,346 Spend Rate 18% 30% 48% 31% 5% 31% 25%

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

UDC Q2 Restricted (Grants) Funds

TITLE III GRANTS – Q2 REPORT(As of 3/31/17)

HBCU (4-YEAR) SAFRA (CC) HBGI (LAW SCHOOL)

9

Tech Admin Retention Fac/Staff Dev

Acad Progs

Budget $1,252,738 $407,485.0 $1,671,187 $832,272.0 $282,846.0Spent $234,783.0 $158,264.0 $453,241.0 $285,582.0 $85,045.00Spend Rate 19% 39% 27% 34% 30%

$-

$200,000.00

$400,000.00

$600,000.00

$800,000.00

$1,000,000.00

$1,200,000.00

$1,400,000.00

$1,600,000.00

$1,800,000.00

Admin Acad Progs Studt Supp TechBudget $144,274.00 $94,558.00 $835,506.00 $326,749.00 Spent $14,360.00 $7,058.00 $291,728.00 $44,838.00 Spend Rate 10% 7% 35% 14%

$-

$100,000.00

$200,000.00

$300,000.00

$400,000.00

$500,000.00

$600,000.00

$700,000.00

$800,000.00

$900,000.00

Acad Progs Studt ServBudget $277,262.00 $784,497.00 Spent $1,123.00 $233,955.00 Spend Rate 0.4% 30%

$-

$100,000.00

$200,000.00

$300,000.00

$400,000.00

$500,000.00

$600,000.00

$700,000.00

$800,000.00

$900,000.00

$2M ONE-TIME FUNDING – Q2 REPORT

External Affairs

Information Technology

Public Safety &

Emergency Mngmt

Student Dev & Success

Expenditures $14,595.00 $165,987.00 $317,970.00 $325,879.00 Available Budget $485,405.00 $334,013.00 $182,030.00 $174,121.00 Spend Rate 3% 33% 64% 65%

0%

10000000%

20000000%

30000000%

40000000%

50000000%

60000000% • Q1-Q2 Activities• Remodeling of Student Success Center

• Security upgrade + security technology

• Uninterrupted power supply (battery back-up) for Data Center

• 12 Month contract – Rack Space for Web to be housed on Cloud

• Q3-Q4 Planned Activities• Build out of Multicultural Center

• Additional integrated security

• Bldg 44 Amphitheater A/V renovation

• New computers for IT training room in Bldg 41

• Server enhancements

• Contracts for web content rewrite, web virtual tour, communications/marketing and branding/advertising.

10

CAPITAL BUDGET – Q2 REPORT•Year-to-Date Stats:• Approved allotment for FY18-FY23: $45M

• Approved increase for FY18-FY23: $5M

• FY17 allocation: $49M

• FY17 YTD EXP & Obligations: $12M (25%)

• FY17 Q3 (Projected): $17M (60%)

•Notable Projects• MEP Replacement Plan

• Windows Replacement (continued)

• Relocate Law Library to Law School

• Relocate RAIL/LRD to Bldg 38/39, B-Level

• Elevator replacement plan

11

UNIVERSITY FISCAL MODEL

12

FISCAL MODELWHY IS THE MODEL NEEDED?What is the Model?

• A tool that helps:

• Model institutional growth options

• Understand impacts of potential decisions

• Will inform the University’s budget process

Requirements of the Model

• Need to align fiscal resources with strategic planning

• Need to do fiscal planning beyond one year

• Need to assess different growth options

GOALS FOR THE MODEL• Improved insight in the fiscal impact of major decisions

• Ability to review targeted growth options

• Better understand fiscal challenges

• Create predictive budgetary models

• Ability to plan for unknowns• E.g. Different funding levels from the District

• E.g. Changes in federal funding

13

ASSUMPTIONS FOR SCENARIOSCURRENT SCENARIO• Flat enrollment growth

• Tuition – 3% growth per year

• Minimum capital funds

• No PS or NPS changes

OPPORTUNISTIC SCENARIO• 2% enrollment growth

• Tuition – 3% growth plus 10% for SEAS

• $30-40M capital funds availability

• PS – 3% COLA; NPS – 25% increase

14

FISCAL MODEL: OUTCOMES• Tuition revenue breakdown by school/college and tuition category• Resident, Metro, and Non-Resident

•Model Version 1 – Multi-Year Opportunistic Scenario Projection• Showed $30M additional funding need above tuition revenue projections

•Model Version 2 – Modified Profit-and-Loss (P&L) Statements by School/College• Included direct tuition revenue and expenses

• Also included first take at indirect cost allocation

15

STUDENT PIPELINE / PROGRESSIONENROLLMENT MANAGEMENT & STUDENT DEVELOPMENT AND SUCCESS UPDATE

16

17

Associate41%

Undergraduate45%

Graduate8%

Law6%

Enrollment by Degree Level: Fall 2016

Student Type 2014-15 2015-16 2016-17First-Time, Full-Time 197 220 240First-Time, Part-Time 324 319 242Transfer (lower division) 152 148 122Transfer (upper division)/flagship

204 244 158

Total 877 931 762

Undergraduate Headcount by Cohort

2014-15 2015-16 2016-17Comm. College 2532 2361 18994-year undergrad 1959 2124 2051

CAUSES 273 279 234CAS 998 1033 956SBPA 423 458 443SEAS 265 354 418

Graduate 312 320 368Law 315 313 286Total 5118 5118 4604

Undergraduate Headcount By College and Program

Three-Year UG Headcount Report

19

0%

10%

20%

30%

40%

50%

60%

70%

80%

Fall 2014 Fall 2015 Fall 2016

Retained FTIC

FlagshipUDC-CCOverall

20

FTIC (w/o DC-UP) Transfer DC-UPFlagship 91% 81% 89%UDC-CC 73% 74% 80%Overall 77% 78% 88%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Persistence Rate from Fall 2016 to Spring 2017

Date: May 16, 2017 Fall 2017 Fall 2016-Based on 5/16/2016 Difference

Applicants* Flagship 1083 1824 -41%Community College 1449 1058 37%

*Total 2532 2882 -12%Admitted StudentsFlagship 414 486 -15%Community College 1099 518 112%

Total 1513 1004 51%Confirmed StudentsFlagship 134 68 97%Community College 235 87 170%

Total 369 155 138%

Report for Fall-2017 as of Mid-May

VISION 2022 UPDATES

22

WHAT IS VISION 2022?The University of the District of Columbia is currently recalibrating its strategic plan, transforming its Vision 2020 project into Vision 2022 with a series of ambitious but attainable goals within five years. This Initiative is the foundational layer for the University’s Strategic Planning.

1. Completion and Student Success (SS)

2. Curriculum Pathways (CP)

3. Advanced Teaching and Learning (SPATL)

4. Advanced Academy (AA)

5. Teaching and Learning Support (TLS)

23

TASKFORCE: STUDENT SUCCESSGoal Objective KPIs Accomplishments Challenges

StudentSuccess:Dramaticallyincreasetheprogramsandgraduationofourstudentsthroughaggressiveinterventions.

• Appreciative/Reflective/Intrusive Advising

• 3/1 year Advising Model - Van Ness• Summer Academy/Bridge Program• Implement strategies for specific

cohorts: Focus 14, 15, 16, DC-UP, and Transfers

• Support Strategies: First Year Experience Program, New Student Orientation/1st Year Seminar (Mandatory), Academic Coaching Model, Financial Literacy, etc.

• Implementation and Training process for Student Success Platforms:

• Degree Works• EAB• N2N

• 20%increaseinprogressionrate

• 10-12%increaseinretention

• AutomateDegreeAudits

• 100%UDCregisteredstudentsassignedtoanadvisor

• Identifiedobjectives• Prioritizedthemajorsubgroups

• NavigationProgramdesignedandreadyforFalldeployment

• EachStudentSuccesssub-committeehasofferedrecommendationsforfullworkgroup

• Designing and Implementing at the same time

• Due to the need to properly implement EAB and DegreeWorksmoving N2N implementation to Fall of 2018

24

TASKFORCE: CURRICULUM PATHWAYS Goal Objective KPIs Accomplishments Challenges

CurriculumPathways:Clearanddistinctpathwaystoguidestudentsfromworkforcetobachelorsandbeyond.

• WorkshopforDeansonpathways,creatingtransition

• AAtoBApathwayfocusforFY17:ComputerScience,Engineering,Business, andGeneralEducation

• 10%increaseinCCandFlagshipAssociateinScienceprogramofferingsintheareasofComputerScience,Engineering,BusinessandGeneralEducationdegreeofferings.

• FirstAlignmentsessionwithDeans,DivisionalDirectors/ChairsandFaculty

• RelationshipdevelopedwithDCPStousePARCCexamforUDC-CCinstrumentforplacement

• DesignedprogramforSummerBridgePilotinSummer2017

AA and AS course realignment has caused a setback in timing for development of AA to BA and AS to BS pathways.

25

TASKFORCE: ADVANCED TEACHING AND LEARNING

Goal Objective KPIs Accomplishments Challenges

AdvancedTeachingandLearning: Advancedteachingeffectivenessandwaysinwhichitproactivelymeetstheneedsofadiversrangeoflearners.

• EstablishmentoftheCenterforLearningAdvancement(CLADE)

• AnnualQEPFair• MapcompetenciestoallofUDCsstudentlearningoutcomes

• Establishingbadgingsystemsforallmajors

• AnnualPresidentialTeachingAwardforAdvancedTeaching“PhenomenalFirebirdEducator”

• VirtualGalleryfor“great”teacherrecognition

• AwardFirst:“PhenomenalFirebirdEducator”

• LaunchVirtualGalleryfor“great”teacherrecognition

• 60%ofCenterforLearningAdvancement(CLADE)modeldeveloped

• FirstQEPFair• 50%ofallcompetenciesmappedtolearningoutcomes

• DevelopedandsharedDraftSPALTStrategicPlanwithmembersofUniversityCommunity

• DeployedUniversitycampussurveytoreceivefeedback

• Commitment from Faculty due to time and fiscal constraints

26

TASKFORCE: ADVANCED ACADEMYGoal Objective KPIs Accomplishments Challenges

AdvancedAcademy: Havingskilledfacultywiththetoolsforpoliciesproceduresandpedagogiestoprovideanadvancedteachingandlearningenvironmentforstudents.

• ReengineeringFacultyHandbook

• NegotiatetheCollectiveBargainingAgreement

• AcademicMasterPlan

• AcademicPolicyRe-Engineering

•CC,Flagship,andLawSchooladoptedandBoardapprovedFacultyHandbookandAcademicPolicies.

• Draft Academic Policy recommendations are complete

• Identified consultants for handbook and academic Master Plan

• Financial resource constraints

• Union contract negotiations

27

TASKFORCE: TEACHING AND LEARNING SUPPORT SYSTEMS

Goal Objective KPIs Accomplishments Challenges

TeachingandLearningSupportSystems:Buildinga“2021PreferredEmployer”;supportingtheteachingandlearningenvironmentatUDC.

• DataClean-upandestablishmentofdatastandards

• Publish“good”Universitypolicies

• ImproveoperationaluptimeforallTier1ITApplicationsto99.99%

• IncreasethecapacityofautomationtoimproveITmonitoringcapacity

• Unclutter“UDC”:Implementasuccessfulspacecleaningprogram

• Pilot“UDCShuttle”services• 1stphaseofMEP:Successfullyimplementation

• 50%ofUniversitysystemdatacleanedup

• 20%decreaseinoffcyclepayrollprocessing

• 15%decreasesinthetimerequiredforonboarding(HR)

• 100%ofAcademicpoliciesrevised,reengineered,adoptedandapproved.

•UptimeforallTier1ITApplicationsto99.99%

• “UDCShuttle”operationalbetweensites.

• HR Liaisons• Progressive Discipline and

Performance Management Policies Refined

• E-mail migrated to the Cloud • Track-it clean-up and

response time improvement• MEP Planning complete• New Copy Center• Mobility Shuttle Solution

enacted.• A-133 Audit Successfully

Completed• All initiatives are on-track for

9/2017 or before completion dates.

• Under resourced • Under talented

28

INFORMATION TECHNOLOGY & SERVICESOFFICE OF INFORMATION TECHNOLOGY SERVICES (OITS)

29

OITS: AREAS OF FOCUS• Infrastructure stabilization

•Applications stabilization

•Application / Functionality Delivery

•Customer Service

30

OITS: INFRASTRUCTURE STABILITY•Key focus on improving operational availability and uptime• Uptime for Tier 1 applications in Q2: 99.96% (52 minutes,33 seconds)

• Replaced battery back up systems in the data center

• Improved manageability• Campus wide clean up efforts• Approximately 55 data closets on the Van Ness campus

• More than 80 across the UDC IT ecosystem

31

32Before After

33Before After

OITS: APPLICATIONS STABILITY•Updated key applications to current versions

• Installed security compliant patches

• Improved hardware to enhance performance• Increased computational power

• Increased storage and memory resources

• Improved redundancy

34

OITS: APPLICATIONS/FUNCTIONALITY DELIVERY• Eduroam

• Office 365

• Secure Print

• Degree Works

• EAB SSC (Student Success)

• Pyramed

• Argos

35

OITS: CUSTOMER SERVICE•Hired additional staff• Projects Manager

• Contractors• Engineer

• Help Desk

•Reduced ticket backlog

• Improved ticket response time

•Developed processes for customer requests

36

NEXT FOR OITS• In the next quarter:• Intellicheck

• Secure printing from mobile devices

• Elimination of ageing storage hardware

• IT Governance Committee returns

• By the end of the Fiscal year:• Skype for Business

• Windows 10

• FY 18 and beyond:• Enhanced infrastructure• State of the art data center• Improved security mechanisms• Separation of Learning network from

Production network• Improved and more widespread Wi-Fi• Student pay to print across all campuses• Enhanced versions of Banner (Banner 9)• Improved student and employee portal

37

CHIEF OPERATING OFFICER REPORT

38

QUESTIONS & ANSWERS

39