Clinical Operations Manager with vast array of experience amidst rapid growth-state healthcare startup.
Opportunity to wear multiple "hats" within current role has allowed project management skills to be highly developed - Disciplined Agile Scrum Master PMI Certification in progress!
Eager to learn new skills & grow professional community.
Don't hesitate to reach out via LinkedIn, email, text, or call.
Thank you!
Clinical Operations Manager with vast array of experience amidst rapid growth-state healthcare startup.
Opportunity to wear multiple "hats" within current role has allowed project management skills to be highly developed - Disciplined Agile Scrum Master PMI Certification in progress!
Eager to learn new skills & grow professional community.
Don't hesitate to reach out via LinkedIn, email, text, or call.
Thank you!
The panel will highlight colleges and universities engaged in formal collaboration initiatives aimed at place-based development that include a diverse set of partners. The discussion will be placed in the context of the anchor strategic framework developed by ICIC and Michael Porter. Representatives from successful collaboration initiatives in Minneapolis and Syracuse will share insights from their experience with this approach including the challenges associated with effectively managing and aligning multiple partners.
“What You Measure, Gets Done!” However, impact measurement metrics in social sector are too costly, too time-consuming, too academic and too divorced from operational realities. There needs to be a new approach for measuring impact which does not isolate business operations from performance measurement.
This presentation illustrates a new approach to philanthropy through institutional philanthropy. The impact of institutional philanthropy of Aman Tech (a vocational training institute by Aman Foundation based in Karachi, Pakistan) is measured through the balanced scorecard approach.
A successful case study of the institutional enterprise model is also presented which is on BRAC. BRAC is an innovative cost recovery model that focuses on self sustainability moving away from donor funding to become self sufficient.
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
An update to the Muncie Noon Rotary about the strategic planning goals of the Muncie Community Schools for the 2016-2017 School Year; presented by Steven Baule, superintendent
The Association for the Development of Pakistan (ADP) is a volunteer-driven, engaged venture philanthropy organization that works with promising nonprofits and funds carefully selected development projects across Pakistan.
This is our first board presentation and YTD update that we want to share with all our stakeholders.
http://developpakistan.org
Chef Koochooloo is an NSF funded and endorsed technology learning platform that teaches kids STEAM (science, technology, engineering, arts and mathematics) through healthy cooking, relating each lesson to diversity and inclusion topics --and, prompting them to take action towards creating positive change.
Sara E. Ahern, Ed.D., Superintendent of Franklin Public Schools, presented this first look at the Fiscal Year (FY) 2019 school budget to the School Committee on Feb 27, 2018
The panel will highlight colleges and universities engaged in formal collaboration initiatives aimed at place-based development that include a diverse set of partners. The discussion will be placed in the context of the anchor strategic framework developed by ICIC and Michael Porter. Representatives from successful collaboration initiatives in Minneapolis and Syracuse will share insights from their experience with this approach including the challenges associated with effectively managing and aligning multiple partners.
“What You Measure, Gets Done!” However, impact measurement metrics in social sector are too costly, too time-consuming, too academic and too divorced from operational realities. There needs to be a new approach for measuring impact which does not isolate business operations from performance measurement.
This presentation illustrates a new approach to philanthropy through institutional philanthropy. The impact of institutional philanthropy of Aman Tech (a vocational training institute by Aman Foundation based in Karachi, Pakistan) is measured through the balanced scorecard approach.
A successful case study of the institutional enterprise model is also presented which is on BRAC. BRAC is an innovative cost recovery model that focuses on self sustainability moving away from donor funding to become self sufficient.
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
An update to the Muncie Noon Rotary about the strategic planning goals of the Muncie Community Schools for the 2016-2017 School Year; presented by Steven Baule, superintendent
The Association for the Development of Pakistan (ADP) is a volunteer-driven, engaged venture philanthropy organization that works with promising nonprofits and funds carefully selected development projects across Pakistan.
This is our first board presentation and YTD update that we want to share with all our stakeholders.
http://developpakistan.org
Chef Koochooloo is an NSF funded and endorsed technology learning platform that teaches kids STEAM (science, technology, engineering, arts and mathematics) through healthy cooking, relating each lesson to diversity and inclusion topics --and, prompting them to take action towards creating positive change.
Sara E. Ahern, Ed.D., Superintendent of Franklin Public Schools, presented this first look at the Fiscal Year (FY) 2019 school budget to the School Committee on Feb 27, 2018
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
4. What U.S. state
produces the
most pumpkins?
Illinois!
85% of Libby canned pumpkin
sold is processed in Morton, IL.
Source: Illinois Department of Agriculture
5. Let us remember
that we are in the
holy presence of God.
Let us remember
that we are in the
holy presence of God.
10. November 7, 2017 10
ENROLLMENT, MARKETING & BRANDING
(GOAL 8 – ENROLLMENT )
• Enrollment & Marketing
• Increased new first year students enrollment by 5%.
• 35% increase of College inquiries from 2014 to 2017.
• Improved retention of 1st to 2nd year by 7% over the 2015
cohort.
• 7% growth year-over-year in new on-line students.
• 8% increase year-over-year in total number of on-line
students.
• 9% decline in new on-ground SGPP fall starts.
• Financial Aid
• Completed pricing study for the College.
• Developed pricing, aid and enrollment strategy for the
College.
• Automation to financial aid processes.
11. November 7, 2017 11
IMPLEMENTATION OF THE CAMPUS MASTER PLAN PROCESS
(GOAL 8 – INSTITUTIONAL SUSTAINABILITY, GOAL 3 – RESIDENTIAL EXPERIENCE,
GOAL 1 – TEACHING AND LEARNING)
• Completed construction of Science and Learning
Center.
• Developed new entrances to the Science and
Learning Center and Hendrickson creating better
accessibility and connectivity.
• Expanded cardio/exercise area of the Gostomksi
Fieldhouse.
• Renovated parts of the Ek Family Village for
graduate students. Demised other pods.
• Reconfigured office on the Twin Cities campus to
optimize space utilization.
12. November 7, 2017 12
ADVANCING THE SCIENCES AND HEALTH PROFESSIONS
(GOAL 4 - SCIENCES, GOAL 7 – ENROLLMENT)
• Hosted two-week “Advancing Regenerative
Medicine” workshop, which included interactions
with and at Mayo Clinic.
• Launched B.S. in Public Health through SGPP.
• Developed proposal for Masters in Public Health.
13. November 7, 2017 13
ROCHESTER INITIATIVE
(GOAL 8 – INSTITUTIONAL SUSTAINABILITY)
• Enhanced collaboration with the Mayo Clinic.
• 3+2 Physician Assistant Studies
• Advanced Cardiac Sonography programming
• Exploration in respiratory care programming
• Expanded use of Saint Mary’s Cascade Meadow
facility
• Development of expansion plan for Saint Mary’s
Cascade Meadow facility.
• Launched delivery of B.S. Health Care Management.
14. November 7, 2017 14
ONLINE GROWTH
(GOAL 6 - ONLINE EDUCATION )
• Developed role and hired an Associate Vice President
of Online Strategy and Development.
• Advanced strategic nature of partnership with Wiley.
• Pursuit of investment funding
• Discussion of shared planning and growth goals
• Developed two new masters programs for FY18
launch.
• Public Administration
• Business Intelligence and Analytics
15. November 7, 2017 15
LEADERSHIP DEVELOPMENT
(GOAL 5 - LEADERSHIP, GOAL 3 - RESIDENTIAL EXPERIENCE, GOAL 7 - ENROLLMENT)
• Hosted Dr. Yvonne Cheek on inclusivity, respect, and
solidarity and Father Greg Boyle on social justice.
• Leadership Interchange with Bill Lunn ‘87, KSTP anchor,
to discuss politics, social media, and responsibility.
• Hosted Dr. James Gentile ‘68 to discuss leadership and
innovation in the sciences.
• Hosted Dr. Cindra Kamphoff on developing a high
performance mindset.
• Leadership Interchange with Zanny Minton Beddoes
16. November 7, 2017 16
ADVANCES IN TECHNOLOGY
(GOAL 8 - INSTITUTIONAL SUSTAINABILITY, GOAL 3 - RESIDENTIAL EXPERIENCE, GOAL 7 - ENROLLMENT)
• Implemented the new ERP system including:
• CAMS (student information system)
• GP Dynamics (finance and payroll)
• Greenshades (time-entry)
• TargetX (CRM for admissions)
• eRez Life (housing and student life)
• Implemented new technology infrastructure in the
new Science and Learning Center.
• Completed a departmental staff realignment to
support the new ERP system and staffing transitions.
17. November 7, 2017 17
TEACHING & LEARNING
(GOAL 1 – TEACHING & LEARNING, GOAL 8 - INSTITUTIONAL SUSTAINABILITY)
• Progress with reaccreditation
• Successfully reaccredited by the Higher Learning Commission.
• Advanced reaccreditation response plan – convened a team of
30 faculty and staff.
• Advances with CELTs
• Selected new cohorts of Learning Leaders & Faculty Fellows.
• Focused faculty development on culturally responsive
teaching and technology in the classroom.
• Launched new CELT website.
• Faculty development in creation of common syllabi, design of
blended learning courses, and technology in the classroom.
18. November 7, 2017 18
SUCCESS IN PHILANTHROPY
(GOAL 9 - PHILANTHROPY)
• Raised $14,553,805 for all university initiatives in
FY16-17.
• Raised $779,840 for the annual fund.
• Publicly launched “Discover Lead Inspire – The
Campaign for Saint Mary’s University on May 12,
2017.
• Ended the year with a campaign total for all
initiatives at $49,500,000 in cash and pledges.
19. November 7, 2017 19
LASALLIAN HERITAGE
(GOAL 2 – IDENTITY)
• Continued formation activities.
• Continued FGI and C2C programs.
• Conducted the 5th International Symposium on Lasallian
Research.
• Sent six FGI students, 6 other undergraduate students
and two faculty to El Paso, TX for an immersion
experience on immigration issues.
• Cardinal Conversation with Sister Sandra Schneiders,
IHM.
20. November 7, 2017 20
UNITY IN DIVERSITY
(GOAL 2 – IDENTITY, GOAL 3 – RESIDENTIAL EXPERIENCE)
• Identified nine Unity in Diversity initiatives on which
to focus our energies in 2016-2017.
• Appointed President’s Advisory Council on Unity in
Diversity.
• Hosted two Minnesota Book Award authors on both
campuses to discuss their books on civil rights in
Minnesota and homeless LGBT youth.
• Provided a week-long program for Dr. Martin Luther
King, Jr. Day/Week.
21. November 7, 2017 21
VIBRANT RESIDENTIAL EXPERIENCE
(GOAL 2 – IDENTITY, GOAL 3 – RESIDENTIAL EXPERIENCE)
• Developed co-curricular learning outcomes and created an assessment
plan.
• Refocused Welcome Week and Family Weekend.
• Increased and Enhanced all-campus/weekend programming.
• Revitalized intramurals and outdoor leadership programs.
22.
23. November 2, 2017
FINANCIAL FORUM
FALL 2017
Benjamin Murray, CPA, MPA
Vice President for Financial Affairs
24. 24
FISCAL OPERATING SUMMARY: 2016-2017
$87.5 Million Balanced Budget
Revenue Highlights
82% from enrollment (College/SGPP)
13% from auxiliaries
5% from endowment and annual gifts
Expenditure Highlights
50% related to salaries and benefits
18% related to student aid ($15.5 million)
2% related to debt service
2% reserve transfer
28. 28
UNIVERSITY DEBT
MOODY’S RATING REVIEW
Affirmed Baa1 - stable outlook
October 27, 2014
$12.5 million external /$5.8 million internal debt
Highlights:
Low levels of debt
Ability to increase net assets
Diversity of programs
Challenges:
Reliance on tuition revenue and market factors that
challenge growth
29. 29
FISCAL OPERATING SUMMARY
Revenue and Expenditures/Transfers for the periods June 1 – May 31
2017-2018
2016-2017 2016-2017 Proposed
Budget Actual Final Draft
Total Revenues 89.3$ 87.5$ 91.5$
Total Expenditures and Transfers (89.2)$ (87.5)$ (91.5)$
Net 0.1$ -$ -$
30. 30
2017-2018 BUDGET ADJUSTMENTS
Summary of adjustments between Draft A (Feb. 2017) and Final Draft (Oct. 2017)
Decrease in Revenue / Increase in Expenditures Amount
College enrollment decrease from 1,065 to 1,021 FTE (1,400,000)$
SGPP enrollment decrease from to 78,111 to 75,712 credits (1,600,000)$
Total impact on net revenue (3,000,000)$
Adjustments to Balance Budget Amount
Eliminate all reserve transfers 900,000$
Reduce capital improvement funding 500,000$
Reduce energy / utility budgets (previously reallocated for repairs) 200,000$
Adjust wage increase to 2.0% effective Jan 1 300,000$
Reduce benefits expense budget 450,000$
Reduce SGPP program and adminstrative budgets 450,000$
Draw from strategic initiatives reserve 200,000$
Total impact on net revenue 3,000,000$
31. 31
ENROLLMENT & NET REVENUE SUMMARY
Enrollment and Net Revenue for the periods June 1 – May 31
DESCRIPTION
2016-2017
APPROVED
2016-2017
FINAL
2017-2018
Proposed
Final Draft
Change from
Prior Year
College Enrollment & Tuition & Fee Income
College Fall Enrollment 1,054 1,054 1,021 (33)
College Fall Housing 912 912 876 (36)
College Tuition & Fees 33,704,185$ 33,580,014$ 33,824,620$ 244,606
Less College Discount (15,900,000)$ (15,493,705)$ (16,522,000)$ (1,028,295)
Total College Net Tuition & Fees 17,804,185$ 18,086,309$ 17,302,620$ (783,689)$
32. 32
ENROLLMENT & NET REVENUE SUMMARY
Enrollment and Net Revenue for the periods June 1 – May 31
DESCRIPTION
2016-2017
APPROVED
2016-2017
FINAL
2017-2018
Proposed
Final Draft
Change from
Prior Year
SGPP Enrollment & Net Revenue
SGPP: On-Ground Credits 59,823 55,784 54,012 (1,772)
SGPP: National On-line Credits 15,920 17,536 21,700 4,164
Total SGPP Credits 75,743 73,320 75,712 2,392
SGPP On-Ground Net Revenue 2,580,096$ 1,870,843$ 1,653,224$ (217,619)
On-Line (Wiley) Net Revenue 1,725,250$ 2,821,110$ 2,079,895$ (741,215)
Less transfer to SGPP Innovation Reserve -$ (250,000)$ -$ 250,000
Total SGPP Net Revenue 4,305,346$ 4,691,953$ 3,733,119$ (958,834)$
33. 33
ENDOWMENT AND RESERVE TRANSFERS
Endowment Distribution and Reserve Transfers for the periods June 1 – May 31
DESCRIPTION
2016-2017
APPROVED
2016-2017
FINAL
2017-2018
Proposed
Final Draft
Change from
Prior Year
Endowment
Endowment Distribution 2,590,800$ 2,590,800$ 2,685,000$ 94,200$
Reserve Transfers
Capital Reserve Transfers -$ 1,500,000$ (1,500,000)$
Special Initative Reserve Funding -$ -$ -$
SGPP Innovation Reserve Transfer -$ 150,000$ (150,000)$
Total Reserve Transfers -$ 1,650,000$ -$ (1,650,000)$
35. 35
CFI RATIO MAP
Are
resources
sufficient
and
flexible
enough to
support
the mission?
Do
operating
results
indicate the
institution
is living
within available
resources?
Does
financial
asset
performance
support the
strategic direction?
Is debt
managed
strategically
to advance
the mission?
Primary
Reserve
Ratio
Viability
Ratio
Debt
Management
Asset
Performance
Operating
Results
Resource
Sufficiency
and Flexibility
Return
on Net
Assets
Ratio
Net
Operating
Revenues
Ratio
36. 36
CFI - PERFORMANCE STRATEGIES
07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15 15-16 Range Strategy
8 to 10 Deploy resources to achieve robust mission
6 to 9 Allow experimentation with new initiatives
5.2 6.3 5.8 6.1 4 to 7 Focus resources to compete in future state
4.2 4.4 4.3 4.4 2 to 5 Direct resources to allow transformation
0 to 3 Re-engineer the institution
0.6 -1 to -1 Consider substantive programmatic adjustments
-2 to 0 Assess debt and DOE compliance and remediation
-3 to -1 Consider structured programs to conserve cash
-4 to -2 Consider whether financial exigency is appropriate
37. 37
CFI – REGIONAL TREND
Includes 188 CIC Colleges and Universities in the Midwest / Saint Mary’s University represented by yellow line
38. 38
FOCUS RESOURCES TO COMPETE IN THE FUTURE
Strategic Plan 2017
• Science and Learning Center (Goals 1 and 4)
• Cascade Meadow and Mayo Collaboration (Goal 4)
• Growth in National On-Line Programs / Wiley
Partnership (Goal 6)
• Campus Master Plan Implementation (Goals 3 and 8)
• HABC Renovation Planning (Goals 3 and 8)
• ERP Project (Goal 8)
39. PROJECT
DEFERRED
MAINTENANCE
PROPOSED
INVESTMENT
2015-2016 2016-2017 2017-2018 2018-2019 2019-2020
SCIENCE AND LEARNING CENTER 22,000,000 8,000,000 14,000,000
SCIENCE – HOFFMAN HALL RENOVATION 3,188,000 8,000,000 4,000,000 4,000,000
TRACK/SOCCER/BALL FIELDS COMPLEX 1,500,000 1,500,000
TRACK/SOCCER/BALL FIELDS - PRESS BOX, ETC. 220,000 100,000 120,000
ENHANCE MAIN ENTRY: WINONA CAMPUS 1,200,000 1,200,000
NEW STUDENT RESIDENCE HALL (MIXED-TYPE) 8,000,000 8,000,000
SAINT YON'S HALL (RESIDENCE HALL RENOVATION) 893,000 1,000,000 1,000,000
NEW STUDENT RESIDENCE HALL (TOWN HOMES) 9,000,000 4,500,000 4,500,000
BENILDE HALL (DEMOLITION IN 2017) 875,000 DEMO
EK (OLD) VILLAGE (DEMOLITION IN 2017) 464,000 DEMO
WATTERS HALL (DEMOLITION IN 2017) 1,146,000 DEMO
ED'S HALL (DEMOLITION IN 2019) 1,036,000 DEMO
SKEMP HALL (RENOVATION AND A/C) 1,531,000 2,000,000 2,000,000
SITE ENHANCEMENTS: TWIN CITIES 525,000 325,000 200,000
ANNUAL CAPITAL IMPROVEMENTS (OPERATING ) 25,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
DEFERRED MAINTENANCE (OTHER THAN ABOVE PROJECTS) 25,000,000 1,000,000 1,000,000 1,000,000 1,000,000
GRAND-TOTAL 10,100,000 24,445,000 12,200,000 10,500,000 5,200,000
46. November 7, 2017 46
AGENDA
• Welcome
• Review of Benefit Plans and Upcoming
Changes
• Action Items
47. November 7, 2017 47
PURPOSE
What is open enrollment?
Employees have the ability to make changes to current benefit
elections which may include
• Adding coverage,
• Dropping coverage,
• Changing enrollment on current plans (ex: single to family).
Outside of open enrollment an employee must have a qualifying
life event (marriage, divorce, birth of a child, loss of coverage,
death, etc.) to change benefit elections.
Benefit plan year is January 1 through December 31, 2018.
49. November 7, 2017 49
MEDICAL PLAN
PLAN SUMMARY
Self-Funded Plan
• All claims and administration fees are paid directly by the
University.
SMU 2017 Utilization by Diagnostic
Category through July 31st, % of All
Claims:
• 21.5% Various symptoms and conditions
• 17% Musculoskeletal
• 8.6% Nervous System Diseases
• 6.8% Mental Illness
• 6.1% Digestive
August 2016, www.businessgrouphealth.org
50. November 7, 2017 50
MEDICAL PLAN: RENEWAL CONSIDERATIONS
2018 Renewal Strategy:
• Keep quality plan design while minimizing
the financial impact to employees and
the university
Considerations for 2018 Renewal
• 4 enrollment levels
• High Deductible Health Plan w/ HSA
• Return key out-of-network providers to in-
network coverage
51. November 7, 2017 51
MEDICAL PLAN HIGHLIGHTS FOR 2018
No change to current Blue Cross Blue Shield plan design
• Same deductibles, co-insurance, and out of pocket maximums
• Premium changes for 2018
• Expansion to four enrollment levels –
• Single
• Employee + Spouse
• Employee + Child(ren)
• Family
54. November 7, 2017 54
BCBS: TOOLS
Find a Doctor
How do I know if my provider is in network or out of network?
• Visit bluecrossmnonline.com then select “Find a Doctor”
• Call Customer Service at 1-866-873-5943
Doctor on Demand
• Mobile app
• Visit DoctorOnDemand.com/bluecrossmn
• Virtual face to face urgent care (video chat is available but
not required)
56. November 7, 2017 56
DENTAL PLAN
No plan design changes
Expansion from three to four enrollment levels
Fully insured dental plan with a 3% annual premium increase for 2018
* = Employee + 1 coverage 2015 through 2017
60. November 7, 2017 60
FLEXIBLE SPENDING PLAN
Health and Dependent Care Accounts
Health Care account increase to $2,650 annually
Dependent Care account same at $5,000 annually
Allows you to use pre-tax dollars to pay for a wide
variety of health and/or dependent care expenses
for you and your qualified dependents.
– You are allowed to carryover up to $500
– Must re-enroll and elect annual contribution
each year
– You do not need to be enrolled in our group
benefit plans in order to participate in the FSA.
62. November 7, 2017 62
LIFE/LTD/AD&D
No changes
Employer paid coverage:
– Basic life, equal to one times your annual base salary
– Basic accidental death/dismemberment, equal to one times your
annual base salary
– Long term disability, equal up to 60% of your basic monthly earnings if
unable to work for 90+ days due to illness or injury
Employee voluntary options:
– Voluntary life & AD&D available for self, spouse, or children
– Evidence of Insurability is required to enroll or increase coverage
65. November 7, 2017 65
RETIREMENT
Christian Brothers Services
– Defined benefit plan which pays you a dependable income that begins at
retirement and continues for the rest of your life
– Saint Mary’s University contributes 6.5% of each eligible employee’s
income on a monthly basis
– Vesting Period: Upon completion of 4 years and 9 months
– No changes to this benefit
• This is a good time to update your Christian Brothers beneficiaries.
403b Annuity: TIAA-CREF or Valic
– This is an optional, employee paid tax-deferred annuity funded through
your payroll deductions. No employer match.
– Visit the participating websites to enroll or make changes
66. November 7, 2017 66
SUMMARY
What is changed for 2018?
Medical
– Increase from two to four enrollment levels
– Premium increase
Dental
– Increase from three to four enrollment levels
– Premium increase
Flexible Spending Plan
– Health Care FSA increase to $2,650 annually
67. November 7, 2017 67
NEW FOR 2018 – ONLINE ENROLLMENT
Visit Blackboard, log into the Faculty Portal and click on MyPayroll.
A new ‘Benefits’ tab will appear at COB November 2nd.
All eligible part-time (20-29 hours) and full-time employees must complete the
online enrollment to enroll/waive benefit options and enter beneficiaries for
life insurance.
– The information you enter this year will be saved for next year’s open
enrollment.
70. November 7, 2017 70
ACTION ITEMS
Open Enrollment Dates: November 2-22, 2018
Review benefit summaries and plan changes
Complete your enrollment/change online through the Faculty Portal/My Payroll.
ALL ELIGIBLE EMPLOYEES MUST complete the online enrollment process by November 22nd.
If you prefer, a paper enrollment form is available on Blackboard or HR Office.
Remember:
You CANNOT make benefits changes any other time during the year without a qualifying life event
Benefit information is available on Blackboard under the Open Enrollment section of the HR page
Groundbreaking for Science and Learning Center tomorrow. New dean appointed after search with 40-60 applications for the position which was narrowed to six initial candidates and further narrowed to three finalists.
Cascade Meadow acquired with a benefactor-supported operating budget in July 2015. Scott Walker was appointed the associate vice president for partnerships – Rochester, and executive director of Cascade Meadow in January 2015. This the state-of-the-art facility and wetlands property will extend our educational mission to new populations of students while raising our visibility and reputation in an important market for Saint Mary’s
UNDERGRADUATE
Nursing, B.S. (for Registered Nurses)
GRADUATE
Accountancy, M.S.
Educational Leadership, M.A.
Health and Human Services Administration, M.A.
Human Resource Management, M.A.
International Development, M.A.
Learning Design and Technology, M.Ed.
Master of Business Administration (M.B.A., accelerated)
Organizational Leadership, M.A.
Project Management, M.S.
Special Education, M.A.
ERP included implementation of a change management process; significant analysis, documentation and planning for data conversion and system interfaces; and collaboration with operational departments across the university.
Named 12 new 1-year faculty fellows at SGPP and 6 new 1-year learning leaders at college.
Assurance argument submitted October 2, 2016.
100% of the Board made a gift to the Science and Learning Center.
Terry Russell, Sandi Simon, Kaye O’Leary, Peter Pearson, Marilyn Frost, Mike Dougherty, and Mike Gostomski have invested significant time and effort into capital campaign.
Sent 9 employees to Buttimer, 3 to IALU, JJI program on hiatus, 1 to LSJI, 15 attended LSR, 20 attended LMD, 1 attended Collegium,. Sent 2 students to the La Salle Program on Leadership and Global Understanding Mexico).
38 FGI students in 2016-2017. 91 C2C students in 2016. Six FGI students, 6 other undergraduate students and two faculty participated in an immersion experience in El Paso, TX on immigration issues.
ISLR had over 130 participants last year.
ISLR had over 100 participants last year. Just completed 5th ILSR where the keynote speakers included:
Dr. Todd Reinhart, Saint Mary’s University dean of sciences and health professions, who discussed his 15 years of research on HIV/AIDS and the Lasallian concern for people who don’t have access to resources to combat the disease.
Dr. Melchor Victor G. Frias, vice chancellor for research at the De La Salle Health Sciences Institute in the Philippines, who presented on the challenges and concerns of conducting Phase 1 of a clinical trial on a new drug for Multi-Drug Resistant Tuberculosis (MDR-TB) among children.
Dr. Judy A. Van Wyk (Department of Sociology & Anthropology at the University of Rhode Island) and Dr. Camela Steinke (program assessment and effectiveness research specialist at Lasalle School in New York), who discussed Lasallian- and trauma-informed care in Lasallian youth and family ministries.
On September 20, 2016 Brother William announced the appointment of a university wide President’s Advisory Council on Unity in Diversity. As a follow-up to the “listening sessions,” this council has been given two tasks that concern the university as a whole: 1) monitor progress at the university in implementing the nine initiatives the university administration has proposed to the community in response to the 2015-2016 “listening sessions” and provide the president (and cabinet) with a quarterly written report on such; and 2) make recommendations to the president (and cabinet), after and in light of analysis and consideration of three “listening session” reports, about additional commitments and initiatives that should be considered for implementation at the university.
Also announced nine initiatives for the university in this area:
The Centers for Excellence in Learning and Teaching (CELT) on the Winona and Twin Cities campuses are being asked to give priority to “culturally responsive teaching.”
The task force working on the reform of general education at the undergraduate college is being asked to assure the incorporation of this agenda in its work, especially as it concerns “inclusivity, respect, and solidarity” (race, gender, power, oppression, class, religion).
The university commits to host at least four or five significant forums, presentations, teach-ins, or activities on this theme during the course of an academic year. (One of these will involve a truncated schedule for Dr. Martin Luther King Jr. Day on the Winona Campus.)
The undergraduate departments of music, art, and theatre and dance are being asked to promote artistic expression of this agenda of “unity in diversity” on our campuses. Saint Mary’s Page Theatre series and the Minnesota Conservatory for the Arts are asked to incorporate appropriate expression of this agenda of “unity in diversity” in their programming. This is a topic that needs exploration and a footprint on both the Twin Cities and Winona campuses.
The leadership and staff for residence life and student activities are being asked to assure the incorporation of this agenda of “unity in diversity” in their programming; and special additional funding will be made available for culturally diverse and inclusive co-curricular programming.
Those responsible for the residential undergraduate “leadership initiative” are asked to incorporate this agenda of “unity in diversity” in its programming.
The academic schedule of the undergraduate College on the Winona Campus is being asked to explore in a timely manner the adjustment of schedules in order to free up meeting time(s) for the communal exploration of the “unity in diversity” agenda, and to assure a more vibrant undergraduate residential experience that is inclusive of this agenda.
Appropriate parties are being asked to explore the possibility within the undergraduate residential experience on the Winona Campus to shift from “learning and living communities” for only some of the first-year students to a more robust “first-year experience” that would include all first-year students and that would integrate the “unity in diversity” agenda as a component of its focus.
The university commits its human resource efforts to recruit, hire, onboard, and provide ongoing training of its employees on the theme of enhancing “unity in diversity” and cross-cultural sensitivity on our campuses.
Verbally explain: OE is also a good reminder to review your beneficiaries for life insurance and Christian Brothers Pension Plan.
Note: Verbally explain “change enrollment on current plans” = (single to family or adding a dependent).
Verbal Speaking Point: various diagnostic categories which make up 100%
Tell them you are a new member and effective 1/1/17
Source: K:\Human Resources\Benefits\Benefit Renewal Documents\2016 Renewal\Medical Numbers
Expand to 4 tiers for 2018
Revise with 2018 plan limits forthcoming from IRS
Allow people to enroll online or paper copies?
Highlight EAP Program – 24/7, confidential, local program assistance (legal consultation, parenting, senior care, child care, pet care, financial services)
Cigna Healthy Rewards -