University System of New Hampshire Board of Trustees ... · 4/26/2019 · The UNH. School of Law...

University System of New Hampshire

Board of Trustees

Friday, April 26, 2019 8:30 AM (EDT)

UNH

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University System of New Hampshire

Board of Trustees

Friday, April 26, 2019 8:30 AM (EDT)

UNH

SCHEDULE OF EVENTS - (Directions/Parking)

CHAIRMAN'S WELCOME & REMARKS - Chair Small

CAMPUS UPDATE - President DeanUNH Achieves its Mission Through Research, Industry Partnerships and Embracing NH.

CHANCELLOR'S REPORT

USSB UPDATE - USSB Chair Christian Merheb

PRESIDENTS REPORTS

BOARD MINUTESMOVED, that the Board of Trustees approve the minutes of the meeting held on January 18, 2019 as presented.

COMMITTEE REPORTS

Executive Committee - Chair Small

Motion for Approval of Proposed Amendments to the Keene Endowment Association’s

BylawsMOVED, on recommendation of the Executive Committee, the Board of Trustees hereby approves the proposed

amendments to the Keene Endowment Association’s bylaws as set forth in the attached materials.

Proposal to Change the Name of the University of New Hampshire School of LawMOVED, on recommendation of the Executive Committee, the Board of Trustees hereby changes the name of the

University of New Hampshire School of Law to the University of New Hampshire Franklin Pierce School of Law and

authorizes UNH President James Dean to take or cause to be taken all such steps as may be necessary or desirable

to effect such change.

Governance Committee - Trustee Ardinger

Motion for Approval of Amendments to the Board Policy on Conflicts of Interests (BOT

III.I) as recommended by the Governance CommitteeMOVED, on recommendation of the Governance Committee, the Board of Trustees hereby approves the proposed

amendments to the policy on conflicts of interests, BOT III.I, as set forth in the attached materials.

Educational Excellence Committee - Trustee Dey

Financial Affairs Committee - Trustee Morone

Finance Committee for Investments - Trustee Rutman

Audit Committee - Trustee Black

DISCUSSION ITEMS

IT Optimization and Synergies Update

Sightlines - FY18 Update

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XI.

NONPULIC SESSION (if needed)MOVED, that the Board of Trustees go into nonpublic session for the purposes of: (1) discussing matters relating to collective

bargaining; (2) discussing matters which if discussed in public are likely to give one or more private parties an unfair

competitive advantage and adversely impact important governmental interests: (3) personnel matters; and (4) conferring with

legal counsel as authorized by the New Hampshire Right to Know Law, RSA 91:A:2, I (a) and (b), and 3, II (a), (b), and (c)

and (j).

ADJOURN

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5 Chenell Drive, Suite 301, Concord, NH 03301 | usnh.edu

Committee & Business Meetings University of New Hampshire

Holloway Commons Durham, NH

April 25-26, 2019

Overnight Accommodations: Three Chimney’s Inn Holiday Inn Express 17 Newmarket Road 2 Main Street Durham, NH Durham, NH

Schedule of Events

Thursday, April 25th – Holloway Commons

7:30 am - Continental Breakfast – Foyer

8:00 am – 8:30 am Nominating Committee – Bellamy

8:00 am – 10:00 am Educational Excellence Committee – Squamscott

9:30 am – 11:00 am Governance Committee – Cocheco

10:30 am – 12:00 pm Audit Committee – Squamscott

11:00 am – 1:00 pm Lunch – Piscataqua

11:30 am – 1:00 pm Investments Committee – Cocheco

1:00 pm – 4:00 pm Financial Affairs Committee – Squamscott

4:00 pm – 6:00 pm Executive Committee – Squamscott

5:30 pm – 6:45 pm Reception – Trustees & Invited Guests – Paul College – Great Hall

6:45 pm - Dinner – Trustees & Invited Guests – Paul College – Great Hall

Friday, April 26th – Holloway Commons

8:00 am - Continental Breakfast – Foyer

8:30 am – 12:00 pm Board of Trustees Meeting – Squamscott

12:00 pm – 1:00 p.m. Boxed lunches - Foyer

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Directions to Campus Crossing Visitor Lot & Holloway Commons: 3 Mill Road, Durham, NH 03824 From Boston, Massachusetts and points South: Take I-95 North to Exit 4 (NH Lakes & Mountains/Spaulding Turnpike-Routes 4 & 16). Continue North about 5 miles to Exit 6W for Route 4 West to Durham and Concord. Follow Route 4 West to exit for Route 155A. Turn left at end of exit ramp. This turns into Main Street at UNH. Go through one set of lights and down a small hill. Holloway Commons will be on your right as you proceed down the hill. Campus Crossing Visitor Lot: Proceed past Holloway Commons and take the 2nd right onto Mill Road. Take the 2nd right into the entrance for the Campus Crossing Visitor Lot. From Portland, Maine and points North: Take I-95 South, over the Maine-NH bridge and take Exit 5, which turns into Spaulding Turnpike Route 16 North. Continue North about 5 miles to Exit 6W for Route 4 West to Durham and Concord. Follow Route 4 West to exit for Route 155A. Turn left at end of exit ramp. This turns into Main Street at UNH. Go through one set of lights and down a small hill. Holloway Commons will be on your right as you proceed down the hill. Campus Crossing Visitor Lot: Proceed past Holloway Commons and take the 2nd right onto Mill Road. Take the 2nd right into the entrance for the Campus Crossing Visitor Lot. From Concord, NH and points West: Follow Route 4 East to exit for Route 155A. Turn right at end of exit ramp. This turns into Main Street at UNH. Go through one set of lights and down a small hill. . Holloway Commons will be on your right as you proceed down the hill. Campus Crossing Visitor Lot: Proceed past Holloway Commons and take the 2nd right onto Mill Road. Take the 2nd right into the entrance for the Campus Crossing Visitor Lot. From Manchester, NH and points Southwest: Take Route 101East to Exit 7 for Route 125 North. Pick up Route 4 East at the Lee, NH traffic circle. Take Route 155A exit and turn right at the end of the exit ramp. This turns into Main Street at UNH. Go through one set of lights and down a small hill. Holloway Commons will be on your right as you proceed down the hill. Campus Crossing Visitor Lot: Proceed past Holloway Commons and take the 2nd right onto Mill Road. Take the 2nd right into the entrance for the Campus Crossing Visitor Lot. PARKING PERMIT INFORMATION PARKING PERMIT INFORMATION Your reservation has been made and your code is April 25th – 1024; April 26th - 0790 Please go to the parking kiosk and do the following: 1. Hit the coupon button and enter this code and then hit enter. 2. Once the code is verified, hit the Green button and the permit will print out. 3. Display the permit face-up on the vehicles dash. Once you have parked your vehicle in Mill Road Visitors Lot, proceed to the back of the parking lot. You will see the Memorial Union. Attached to the right of the Memorial Union is Holloway Commons. The last entryway on the building to the far right of the loading docks is where you will enter. (This is the ground floor.) There is an elevator on this level as well as stairs that will lead to the first floor to the Piscataqua/Cocheco/Squamscott rooms

Please call UNH-Conferences and Catering at 603.862.1900 if you have questions.

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Connecting to UNH-Public Wifi To connect to UNH-Public wireless as a guest:

• Connect to the “UNH-Public” wireless network • Open a web browser, go to wifi.unh.edu • Check the box next to I agree to the UNH Acceptable Use Policy • Click the Start button • Click the Guests button • Enter the required information:

o First Name o Last Name o Email address

• Click Continue • Wait 2-3 minutes for your registration to complete

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President Dean details measures that will define UNH as a top 25 public university President Dean outlined the metrics that will be used to assess UNH’s progress toward its overarching strategic goal: to be among the nation’s top 25 public universities in the most important dimensions of academic performance. The metrics meet two important criteria: They are meaningful indicators of academic performance, and national databases are available to compare UNH against other public universities. The metrics are:

• Graduation rate: This is perhaps the simplest and most obvious measure of student success. Students who don’t graduate experience a great deal of the costs of attending college, but few of the benefits. (Current rank: 34)

• Pell Grant students’ graduation rate: This captures our ability to help students who come from families with financial challenges to attend UNH and graduate on time. (Current rank: 39)

• Student loan repayment: This reflects our graduates’ ability to repay their loans, an indicator of their career preparation and success. (Current rank: 17)

• Percentage of first-year students in the top 10 percent of their high school class: This captures our ability to attract the best and brightest students to UNH. (Current rank: 135)

• Student participation in high-impact educational experiences: Research has shown that certain activities, such as internships and research, make a big difference in students’ post-graduation success. (Current rank forthcoming.)

• Best value: This compares the quality of a UNH education to our relative cost. (Current rank: 10)

• Ratio of administrative to instructional expenses: This addresses how efficiently we perform administrative work at UNH. (Current rank: 131)

• Sustainability: This assesses our environmental stewardship, and education and research efforts related to climate, biodiversity and food. (Current rank: 2)

• Research funding per faculty member: This is an indicator of the research productivity of our faculty. (Current rank: 53)

UNH School of Law rises to top 5 for intellectual property law in US News & World Report

The UNH School of Law joins Stanford Law School, the University of California Berkeley School of Law and New York University School of Law as members of the exclusive “Top 5” law schools for the study of intellectual property (IP) in the 2020 US News & World Report rankings. Ranked fifth this year, UNH Law been in the top 10 for IP nationwide every year since the ranking was created 28 years ago. UNH Law also ranks 87th in the overall 2020 law school rankings by US News & World Report.

Report to the USNH Board of Trustees April 2019

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Commencement ceremony speakers announced for three campuses

Keynote speakers at UNH commencements will be New York Times columnist and political commentator David Brooks, in Durham on May 18; Kraft Group executive Robyn Glaser, at the UNH School of Law on May 18; and healthcare leader Heather Lavoie, at UNH Manchester on May 16. More than 2,000 students share their research at Durham and Manchester campuses

More than 2,000 UNH students shared their research, scholarly and creative projects this month in two conferences that explore how innovative ideas come to life at our Manchester and Durham campuses. From April 11 to 27, the Undergraduate Research Conference celebrated its 20th year, featuring students in every major and attracting many visitors to our campuses. The Graduate Research Conference, on April 1 and 2, included more than 300 students. Among the GRC’s most popular events is the “3 Minute Thesis” competition, which challenges students to describe their research in three minutes or less to a general audience and panel of judges. FIRST Robotics New England brings more than 1,000 high school students to Durham

After months of preparation, more than 1,000 high school students from across New England came to Durham in late March for the FIRST Robotics regional competition, hosted by UNH. The annual two-day event attracted 40 teams of 25 students or more competing to design, build and program robots that raced through a challenging course. This year’s game was “Destiny Deep Space,” which tasked teams with using their robots to collect samples on an alien planet with rugged terrain and weather. Teams are also required to raise their own funding and create a marketing brand. Surveys show that after the competition, 88 percent of participants are more interested in doing well in school and 92 percent are more interested in attending college. UNH Day invites NH lawmakers to learn about UNH talent and innovation at State House

New Hampshire lawmakers are invited to the third annual UNH Day at the State House on May 9. The event features demonstrations led by students, faculty and staff, along with exhibits showing how UNH education, research and outreach programs support New Hampshire’s economy and quality of life. Researchers awarded $3.8 million to assess early childhood well-being in New Hampshire

While New Hampshire enjoys high rankings overall in key areas of child well-being, the state’s rural and geographically remote areas experience high rates of child poverty and vulnerability, which creates barriers to access for some services. Now, UNH researchers have been awarded a $3.8 million preschool development grant from the US Department of Health and Human Services, which will provide an opportunity to better understand the state’s early childhood system, create a plan to better address the needs of vulnerable children and improve outcomes for children, families, schools and communities across the state.

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Granite State College Report to the Trustees April 25, 2019 This report covers the major activities and accomplishments that were achieved as well as the challenges identified since the report to the Trustees on January 17, 2019.

Major Activities and Accomplishments Academic Quality Accreditation

● The interim report to the Commission on Collegiate Nursing Education (CCNE) was submitted on 12 April 2019. Planning is underway for the next CCNE site visit, scheduled for October (15-18). Several national initiatives directly impacting RN to BSN.

o Related: On 1 April 2019, the American Association of Colleges of Nursing (AACN) released a position statement reiterating support for the goal set forth in 2010 by the Institute of Medicine (IOM) “for at least 80% of registered nurses (RNs) in the U.S. to be baccalaureate-prepared by 2020 as well as a doubling of the number of nurses with doctorates.” This only reinforces the significant role that GSC and USNH play in Nursing education at the baccalaureate and graduate levels in New Hampshire and the importance of ensuring seamless progression from the ADN programs offered by CCSNH to BSN completion and graduate education in Nursing through careful alignment of curricula and other resources, improved communication among faculty, and creative pathway strategies.

Program Development

● GSC’s School of Education (SOE) has continued to expand on district-based professional development for K-12 educators, including additional winter term offerings, in the following districts:

o Henniker o Mason o Nashua o New Ipswich o Wakefield

Additional professional development sessions for educators have also been facilitated via the GSC Concord campus.

● SOE is exploring options for a concentration option within the Blind and Visual Impairments program specific to early childhood age ranges, including early identification and support in EC environments.

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https://www.aacnnursing.org/News-Information/Press-Releases/View/ArticleId/23448/Academic-Progression

Granite State College Report to the Trustees April 25, 2019

● Six-week hybrid courses with a 3-day face-to-face component were piloted with success in the MS Leadership program and this course delivery model is being replicated in other graduate courses for Spring, Summer, and Fall 2019 terms.

Program Review and Assessment of Learning Outcomes

● General Education Program Review has been completed and a new framework and course requirements have been approved through academic governance to begin in the Fall 2019 term. The new General Education framework is connected directly to the institutional outcomes of Communicate, Think Critically and Comprehensively, and Apply Knowledge to Workplace and Community. Course descriptions and learning outcomes for new and revised courses have been approved. The course redesign process is currently underway, with a focus on incorporating open educational resources where possible and embedding learning outcomes assessment.

● Two of the five MS programs (MS Management and MS Project Management) are currently under review, with final reports and recommendations submitted by June 30th.

● Migration to a new learning outcomes assessment reporting protocol has continued for undergraduate general education and capstone courses.

● Analysis of over 2400 competency assessments by instructional faculty in Fall 2018 has been completed and preliminary results shared with leadership in the undergraduate division.

Faculty Development

● Faculty development sessions and resources on the following topics were shared with GSC faculty: Open Education Week resources and webinars, enhancing a professional LinkedIn profile, an Open Pedagogy webinar series, and inquiry as an academic engagement strategy.

● Peer reviews of faculty teaching are currently underway through 30 June 2019 for nearly 50 faculty members. This process is building a rich team of faculty who are identifying high-impact teaching strategies, sharing resources, and enhancing their own awareness of and ability to coach other faculty on promising practices.

● Thirteen new faculty members are currently part of the GSC onboarding process, with efforts transitioned to a team of faculty coaches who provide connectivity and critical supports to faculty during their first term teaching for the College.

● Faculty development workshop offered on April 18 on the value and use of data from our competency-guided student e-portfolios for Graduate Studies faculty.

● The GSC Library provided a program to the SOE lead faculty on assisting students in conducting research.

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Granite State College Report to the Trustees April 25, 2019 Faculty Development (continued)

● The Director of Educational Technology is spearheading the planning committee for

the 9the Annual Academic Technology Institute which will be hosted at GSC in Concord, May 28-30th. Up to 45 faculty from all four USNH institutions will be participating in this year’s ATI. An invitation has also been extended to include up to 10 faculty and leaders from the CCSNH this year. For more information see: https://at.usnh.edu/event/2019/ati-2019

Open Education

● School of Education faculty have formed an Open Education subgroup and are meeting bimonthly to discuss how to solicit faculty involvement and to support those pursuing Open Education projects; several faculty are implementing open pedagogy in courses in GSC’s Elementary Education teacher certification program in the areas of science, social studies and math, as well as in our Middle Level and Upper Level Mathematics certifications

● The GSC Library provided a short program on OER integration to the SOE Open Ed subgroup

● The GSC Library has added a training module in our Open Education Research Guide that explores in greater detail copyright, creative commons licensing, making collections and remixing works as part of OER development work.

Support for Students

● Leveraging the EAB Navigate (Student Success Collaborative) research, major course sequencing recommendations and student success markers by undergraduate academic program have been drafted and are being shared with the advising teams to assist in advising for student degree completion.

● The Instructional Design team worked with the Undergraduate Advising Team to create an online interactive self-paced on-demand New Student Orientation (https://www.granite.edu/wp-content/uploads/articulate_uploads/2019-02-20_new-student-orientation-raw-1ZDPtfjX/index.html#)

● GSC has introduced concentration areas for three popular degree programs to help students customize their academic experience; programs include the B.S. in Human Services, B.S. in Psychology, and A.S. in Behavioral Science. The new concentrations will give students the opportunity to develop not only a broad understanding of their chosen field, but also deeper, specialized knowledge in emerging, trending, and high-need areas. This will help strengthen the connection between the classroom and workplace, preparing graduates for a range of dynamic career opportunities.

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https://at.usnh.edu/event/2019/ati-2019

https://www.granite.edu/wp-content/uploads/articulate_uploads/2019-02-20_new-student-orientation-raw-1ZDPtfjX/index.html#/

https://www.granite.edu/wp-content/uploads/articulate_uploads/2019-02-20_new-student-orientation-raw-1ZDPtfjX/index.html

https://www.granite.edu/wp-content/uploads/articulate_uploads/2019-02-20_new-student-orientation-raw-1ZDPtfjX/index.html

Granite State College Report to the Trustees April 25, 2019

● GSC has expanded its Accelerated Bachelor’s Completion program, adding the B.S. in Criminal Justice to its portfolio of accelerated options for CCSNH graduates, which include the B.S. in Psychology and B.S. in Business Management.

● The M.S. in Project Management is introducing two new elective options this summer that focus on high-demand industry topics. These include Introduction to Lean Management and Introduction to Theory of Constraints.

● A PressBook open resource for GSC lesson planning in teacher certification courses has been developed by SOE to be used as a support/intervention tool and to instruct on lesson planning in EDU 622/700 Introduction to Field Experience and Program Requirements. This is intended to support consistency in lesson planning expectations across instructors and field placement faculty members.

● A PressBook open resource was created for one of the MS Leadership courses, which will be used as a model for future OER initiatives in Graduate Studies.

● GSC has received two substantial scholarship awards, each for $100,000, to support students pursuing degrees in behavioral health (from Network4Health for FY19) and for re-entering students seeking degree completion (from the Crankstart Foundation, spread across FY20 and FY21).

● The FY16 Draft Cohort Default Rate for federal student loans is 9.7%. This represents the third consecutive year of improvement from a peak of 14.6% for the FY13 Cohort (followed by reductions to 12.3% for FY14 and 11.3% for FY 15).

Partnerships

● The College has signed three new enrollment-related partnerships with The Moore Center, Catholic Medical Center and Easterseals NH.

Academic Engagement

● Data collection and analysis on academic engagement metrics are in progress by the Assoc. Dean of Academic Engagement and Faculty Development and the Academic Engagement Program Manager (with assistance from others across the college). This collection and analysis effort will inform the collaborative design and development of targeted teaching and learning interventions that aim to enhance academic engagement (and as an indirect byproduct, retention and graduation rates among students and increased faculty engagement and perceptions of connectedness).

● A new course revision process is in progress, focusing on nine high-impact and high-frequency courses through 2019. This process refines prior collaborative efforts regarding course development and formalizes a wrap-around approach to continuous quality improvement that enhances academic engagement efforts while also building community within GSC.

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Granite State College Report to the Trustees April 25, 2019 Recognition

● A 5-person team from GSC was invited to participate in Worcester Polytechnic Institute’s summer institute for project-based learning this June. Our goal is to provide a coordinated continuum for scope of practices in health care management across both the undergraduate and graduate health care management degree programs at GSC. We will use the AACU Institute to develop problem-based learning projects that can be the foundation for assessment tools across curriculum and across both programs that reflect a novice to expert skill level of proficiency.

● U.S. News & World Report ranked Granite State College among the nation’s Best Online Programs for the seventh year in a row. For online bachelor’s degrees, Granite State College is #76 among a pool of more than 1,700 institutions that were surveyed nationwide. The online graduate business programs (non-MBA) garnered a #94 ranking.

● GSC is on the 2019-2020 list of Military Friendly® Schools list. With nearly 15% of the student body comprised of servicemembers and veterans, Granite State College is dedicated to helping military and veteran students get ahead in their careers. GSC continues to be an institution of choice for members of the NH National Guard.

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President’s Quarterly Report to The Board of Trustees, April 2019

As New Hampshire’s public liberal arts college, Keene State offers an enriching campus community and achieves academic

excellence through the integration of teaching, learning, scholarship, and service. The College’s liberal arts mission commit s

faculty, staff, and students to the development of knowledge and skills necessary to meet the challenges of a changing world,

and as a public institution, Keene State provides educational opportunities for all qualified students, while continuing its

heritage of service to New Hampshire and the New England region.

COMMUNITY, CULTURE AND IDENTITY

Student Affairs and Academic Affairs Collaborate The two divisions joined forces to launch the Progress Report

Project, an initiative using EAB’s Navigate platform. The Project,

allows Keene State faculty and staff to gather feedback on student

performance and to identify potential barriers to success. The

Academic Cares Team, comprised of members of both divisions,

invited feedback from faculty to understand student

performance. This information informed coordination of the

necessary and appropriate support services. Over 250 students

have been provided with support resources through this

coordinated network of care.

Office of Transitions and Parent Programs Owl Orientation student coordinators, Ashley Hoffer and Nate

Flyzik presented at the Association for Orientation, Transition,

Retention in Higher Education’s regional conference. Their

presentation, entitled “Let’s Get Real: Embracing Vulnerability in

the First Year Transition,” was acknowledged as the Outstanding

Undergraduate Presentation at the event.

Service Opportunities through Alternative Break Sponsored by the Community Service Office, the Alternative

Break (AB) program consists of domestic and international

service-based trips during KSC’s winter, spring and summer

breaks, and on select weekends throughout the academic year.

Teams take part in service projects to address unmet community

needs, gain awareness of critical social issues, enhance their

individual growth, and prepare for lives of active citizenship. So

far, in the 2018 – 2019 academic year, 81 students have

participated in the AB Program.

Florida Spring Break Alumni Travel Week President Treadwell, with Veronica Rosa and Steve Fortier,

hosted 5 Alumni events across Florida (Bonita Springs, Fort

Meyers, Sarasota, Orlando, Stuart); 3 KSC Athletic games and

receptions with KSC Athletics (softball, baseball, lacrosse); a Red

Sox Alumni Reception; and made 5 individual alumni visits, in

addition to meeting with alumni attending events.

ACA Offers Targeted Job Fairs

Academic and Career Advising partnered with SOHAS to

establish a program-specific job fair. Focusing on an academic

department with the highest number of majors allowed for a

targeted job fair, drawing 37 employers in the fall of 2018 and 40

employers in spring 2019.

AWARDS AND DISTINCTIONS

Drs. Heather Gilligan and Christina Wright-Ivanova

(Music) won 2nd place at the NYC songSLAM Festival for

their song, “I’m a Girl. What’s Your Superpower?”

Performing 10 new songs, the team was Gilligan as

composer, Wright-Ivanova as pianist, and Stephanie Weiss

(ASU) as soprano.

Student Support Network Launched The Counseling Center launched the Student Support Network-

Faculty/Staff Edition. The six-week professional development

workshop enhances the ability of Keene State’s faculty and staff

to recognize the signs and symptoms of emotional distress,

provide support to students who are in distress, and make more

effective referrals for professional help.

KSC Safety Programs Recognized Keene State students pursuing a master’s in Safety and

Occupational Health Applied Sciences (SOHAS) or a bachelor’s in

Construction Safety Sciences now have more ways to advance

their careers. The Board of Certified Safety Professionals recently

recognized these degrees as Quality Academic Programs. Most

KSC graduates seeking careers in safety need to become Certified

Safety Professionals by the Board of Certified Safety Professionals.

This credential, required by many employers, can increase a

graduate’s annual earning potential up to $30,000.

Sciences, Sustainability and Health Seminar Series Following a successful pilot in fall of 2018, the School of Sciences,

Sustainability, and Health has launched a weekly series of

evening lectures featuring the work of faculty and high-achieving

students in discussions of their research and subject areas.

Ranging from topics in public health to Asian politics, the series

has gathered audiences of between 40 and 80 people to hear

evening lectures from KSC Professors, senior and graduated

students, and community tech partners. Students seeking 1 credit

of ISP may register to attend all lectures and write a summary

review essay at the end of the semester.

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In February, Dr. Nora Travis (Environmental Studies) lead

a community discussion of her nine years of research on

wood smoke and air pollution trends in the Monadnock

region. Her talk, entitled “Where There’s Fire, There’s

Smoke,” was part of the KSC Open College series, where

important regional topics and research are presented to the

community and media. Dr. Travis’ presentation described

how community collaboration and student involvement

contributed to the “effort to share up-to-the-minute pollution

data with residents through real-time mapping and social

media.” An offshoot of this project, involving colleagues and

students from the KSC Geography program, uses drones to

record temperature and altitude data to find where heat and

pollution trapping inversions occur. A student-maintained

web page has been launched to bring this research and

pollution-reduction advice to the public.

Dr. Brinda Charry (English) has been nominated for the

University of Idaho Teaching Literature Book Award for her

book, The Arden Guide to Renaissance Drama (London and New

York: Bloomsbury, 2018).

Dr. Cynthia Hays (Biology) secured a competitive half-

million dollar collaborative NSF grant through the federal

Division of Biological Oceanography. The grant funds work

to investigate how seagrasses cope with light level and other

environmental variations. Dr. Hays is the lead researcher

along with colleagues from Northeastern University and The

College of Charleston.

In January 2019, KSC Assistant Archivist, Zachary Giroux,

and Brandeis University archivist Chloe Morse-Harding

presented "Primary Source Literacy & Remembering the

Holocaust" at the International Conference on Libraries and

Information Science in Sapporo, Japan. The presentation

showcased a new primary source literacy curriculum

developed by both institutions to create effective and

meaningful use of Holocaust archives and special collections

with undergraduate students.

With support through a NEFA award, Keene State College

alumnus Alexander Davis ’14 and a team of collaborators

working with him as Alexander Davis Dance (ADD)

returned to campus in March to perform at the Redfern Arts

Center. Coinciding with the performance, ADD offered

dance masterclasses and developed an art installation of fiber

and textile work with local artists and artisans.

Twelve Music students enrolled in Concert Band with

Professor Joshua Long performed in the New England

Intercollegiate Band Festival at Gordon College the end of

March.

Dr. Emily Robins Sharpe (English) received an $8,000 grant

from the Awards to Scholarly Publications Program for her

book, Mosaic Fictions: Writing Identity in the Spanish Civil War,

from the Canadian Federation for the Humanities and Social

Sciences.

KEENE STATE ATHLETICS

Championships Individual Awards

LEC Champions, Men's Basketball (third regular season, fourth tournament)

LEC Champions, Women's Swim (13th straight)

LEC Runner Up, Women's indoor track and field (best finish in six years)

Lauren Perkowski, LEC Champion 5,000 meters, LEC Championship record

18:40.92

Lynne Hebert, LEC Champion 1,000 meters, PSU Facility record 3:06.82

Shannon Parks, LEC Champion shot put, 12.16 meters

Nicole De Almeida, LEC Champion 600 meters, 1:40.68

Alexis Gauthier, LEC Champion 60 meter hurdles, 9.53

Men's 4x200 meter relay, LEC Champion, 1:33.51 (A. Jennings, C. Mungeta, A.

Ramirez, J. Hannon)

Women's 200 medley relay, LEC Champion, 1:51.55 (S. Dickinson, M.

Pechulis, S. Hayes, K. Simoneau)

Katie Brandeberry, LEC Champion, 200 freestyle, 1:57.87

Madison Pechulis, LEC Champion, 100 breaststroke, 1:08.05

Sophie Hayes, LEC Champion, 200 butterfly, 2:14.52

Samantha Dickinson, LEC Champion, 100 freestyle, 54.14

Molly O'Connor, LEC Champion, 500 freestyle, 5:36.10

Sophie Hayes, LEC Champion, 100 butterfly, 59.42

Women's 400 freestyle relay, LEC Champion, 3:49.74 (E. Morley, L. Arsenault,

M. O'Connor, K. Brandeberry)

NCAA Qualifiers

Men's Basketball - fourth time in five years, sixth overall - first round

Lauren Perkowski - first female indoor track qualifier in five years, 3K and 5K

Ty Nichols, (MBK) LEC Player of the Year and First Team All-Conference

James Anozie, (MBK) LEC First Team All-Conference

Ryan Cain, (MBK) LEC Coach of the Year

Lauren Perkowski (WITF), LEC Runner of the Year, All New England in 5,000

meters

Shannon Parks (WITF), LEC Rookie Field Athlete of the Year, All-New

England in Shot put

Brianna Feldman, (WSD), LEC Rookie Diver of the Year

Chris Woolridge, (WSD) LEC Co-Head Coach of the Year

Miscellaneous/Other/Records

Men's Basketball - 12 game winning streak (ties second longest in school

history)

Ty Nichols - KSC's all-time leading scorer, men's basketball, 2,316 points

(only NCAA player, regardless of division, with 2,000+ points, 650+

rebounds, 500+ assists)

Nicole De Almeida - School record, 200 meters (26.65)

Clinton Mungeta - Tied school record, 400 meters (50.10), broke school record,

200 meters (22.44) (Note: 200 meter record originally broken by Brandon Castor,

then re-broke by Mungeta)

Angel Ramirez - Tied school record, 60 meter dash, (7.17)

Men's 4x200 meter relay (1:32.53) (Ramirez, Hannon, Mungeta, Jennings)

Men's Lacrosse - Unanimous LEC Preseason Number

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PRESIDENT’S REPORT TO THE USNH BOARD OF TRUSTEES—April 2019

THE NEW PSU Plymouth State is advancing in the implementation of our Integrated Cluster-based organization with progress in the Open Learning & Teaching Collaborative (Co-Lab) learning community; implementation of our “Four Tools,” which include First-Year Seminars, Themed Gen Ed courses, Open Laboratories, and Integrated Capstone (INCAP) courses; affinity-based housing; and alumni mentoring. Seven sections of an experimental INCAP course were piloted this semester, fulfilling current students’ General Education requirements. The faculty teaching sections in this learning community will assess the course and make recommendations to the Gen Ed Committee about how to proceed. Our recent advances include:

An Associate Provost Search Committee has been formed and applications have been received for review. We anticipate making a selection by early May.

We received full, 10-year accreditation for our nursing program from the Commission on Collegiate Nursing Education (CCNE), we will continue to work toward our state accreditation.

The Cluster Pedagogy Learning Community had 67 applications to participate for the 60 available spots (funded through the Davis Grant and the USNH Open Ed initiative, and supplemented by Academic Affairs).

Greek life—There are now four recognized sororities and three fraternities at PSU involving over 125 members. We anticipate that numbers will stabilize as we reintroduce Greek life.

Athletics highlights include the Men’s Ice Hockey Team winning the MASCAC Championship, two members of the Track & Field Team qualifying for the NCAA Championships (All-Americans Sam Brunnette ’19 and Warren Bartlett ’19 each placed seventh in the nation for Division III, securing the highest Panther finishes at the indoor track & field championships in program history), and Karl Kuus ’20 qualifying for the NCAA Skiing Championships.

Reorganization of Student Affairs occurred this month, bringing three of our current areas of focus into one new unit covering Communications, Enrollment & Student Life (CESLife). The Admissions and Marketing Communication teams have worked hand-in-hand to implement our highly successful enrollment strategy, and integrating the non-academic portions of Student Life allows for a seamless experience for students from recruitment and enrollment through graduation. Interim Vice President Marlin Collingwood is leading the utilization of our current, talented team with additional positions to include a student life director and support staff.

Admissions has continued collaborative efforts with NH STEAM Ahead to increase regional recruitment efforts aligning Integrated Clusters to middle school/high school project-based learning.

We have expanded outreach to towns within the North Country.

New dashboards are detailing critical areas at PSU to sustain growth built around our five challenges. ENROLLMENT The first week of April ended with new, first-year student deposits for fall 2019 running even with fall 2018. Looking at historical data, the greatest volume of deposits will come between the end of April and the end of May. The discount rate was trending two points lower than fall 2018 and academic quality (represented by high school GPA) of the admitted student pool was 3.13 compared to 3.01 in 2018 and 2.97 in 2017. Total fiscal year graduate student registrations and enrollments were trending ahead of fiscal year 2018.

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https://www.plymouth.edu/ceslife/

Some spring recruitment initiatives involved hosting Accepted Students Day events for fall 2019 enrollment, promoting the newly established PSU and CCSNH block transfer initiative, planning recruitment travel for fall 2020 and 2021, and hosting students and faculty from Zhengzhou University, a public university in the People’s Republic of China. The focus for retention and persistence efforts has been on cohorting, engagement, and collaboration to create purposeful, resilient, and engaged students.

Last year’s Summer Ascent bridge program resulted in increased retention and better GPAs. The Curriculum Committee is accepting toolkit proposals for this summer’s program.

225 potential PSU students attended this year’s first Accepted Students Day, with over 650 attendees altogether including family members.

Themed Housing is well underway for fall 2019 with several options available to students, such as study intensive, substance-free, a scholars’ community, and nursing-specific housing. These communities will provide space for like-minded students to work together toward common goals.

UNIVERSITY ADVANCEMENT, MARKETING, AND EXTERNAL RELATIONS University Advancement (UA) recently secured two gifts totaling $350,000 for the Strength and Conditioning Open Laboratory from two alumni, both former athletes. The Annual Giving Team reports a $12,000 increase in donations year-to-date compared to FY18, and is working with student clubs and athletic teams on fundraising initiatives in the spring semester. Alumni Relations hosted several regional and affinity chapter events in Colorado and Florida in March. Colorado alumni have started a scholarship fund and are challenging other chapters and affinity groups to join them. The second phase of testing for the University-wide alumni mentoring program for first-year students—PSUnite—concluded successfully. UA is now aggressively recruiting alumni to pair with fall 2019 first-year students. We are developing and managing a communication strategy plan for mentors and working with key campus partners to determine an onboarding timeline for mentees and mentors to respond to institutional retention and persistence goals. UA hosted a Career Fair on March 20 with an impressive increase of 93 employers compared to 57 employers in fall 2017. On April 17, Alumni Relations and Career Development partnered with faculty in the Tourism, Environment and Sustainable Development Cluster to host an internship and career night, bringing alumni and students together to share experiences and network. Meetings with key and local state legislators have helped raise the profile of PSU in budgetary discussions. We continue to promote funding that will help meet New Hampshire’s needs of health care, workforce development, robotics, and community impact, as well as our capital project needs. FINANCIAL UPDATE PSU remains within the budget created at the beginning of the 2019 fiscal year. IMPACT IN OUR WORLD Recent visits to campus included presidential candidate Beto O’Rourke and students from China’s Zhengzhou University (ZZU). The ZZU folk orchestra performed in the Silver Center. On April 10, we hosted students from McLaughlin Middle School in Manchester, introducing and launching next year’s project-based learning challenge. We recently participated in a series of WKXL/NH Talk Radio interviews sponsored by the New Hampshire College and University Council. It coincided with Beto O’Rourke’s visit, and radio host Chris Ryan spoke with him and President Donald Birx, and also discussed human trafficking, meteorology/climate change, and other topics with PSU professors. A recording of the interview can be found here.

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https://soundcloud.com/wkxl/nh-now-on-campus-at-plymouth-state-university-3-21-19

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BOARD OF TRUSTEES

JANUARY 18, 2019

KEENE STATE COLLEGE

KEENE, NEW HAMPSHIRE

REPORT OF MEETING

Draft for Approval

Trustees present: Chair John Small, Kassandra Spanos Ardinger, Robert Baines, Todd Black, Donald Birx, James Burnett III,

James Dean Jr., Frederick Dey, M. Jacqueline Eastwood, Cathy Green, Nadia Hasan, Shawn Jasper, Todd Leach, Scott Mason,

Christian Merheb, Kenneth Moulton, Christopher Pope, Mark Rubinstein, J. Morgan Rutman, Representative Marjorie Smith,

Senate President Donna Soucy, Melinda Treadwell, Alexander Walker

Participants: Rehan Khan, Emily Rudin, Martha Terry

Call to Order

Chair Small called the meeting to order at 8:30 a.m.

Campus Presentation

President Treadwell reported on the state of the college, noting the accomplishment of the past year’s main objective to

stabilize the leadership team. She provided an overview of institutional history, mission, and its position for the future, which

includes leveraging Keene State’s programmatic distinction in music, the Holocaust and genocide studies, and safety and

occupational health studies. She provided an overview of the college’s financial performance and multi-year “sustainability

and vitality” plan with goals towards infusing creativity in administration and operations, stabilizing enrollment, maintaining

a sustainable budget, and re-imagining mission and organizational structure.

Chancellor’s Report

Chancellor Leach presented information about recent activities, accomplishments, and academic collaborations. He presented

statistics on SAT score submissions, administrative efficiency, cost of attendance, and state demographics. Upon discussion

of the fact that NH has the highest rate of high school graduates leaving their home state to pursue a bachelor’s degree, it

was suggested that the Administrative Board consider supporting academic research to better understand the underlying

dynamics of NH resident college-going patterns.

University System Student Board (USSB) Update

Christian Merheb, USSB chair and student trustee, provided an update on USSB efforts to enhance transition and succession

planning, including working with campus student government to facilitate the USSB election process.

Presidents’ Reports

Chair Small called attention to the presidents’ reports provided in the advance meeting materials.

Board Minutes

The following motion was made by Trustee Eastwood, duly seconded, and approved.

VOTED, that the Board of Trustees approve the minutes of the meetings held on October 26, 2018.

Committee Reports

Chair Small called attention to the prior day committee meeting reports posted on the Board portal.

Executive Committee

Chair Small called attention to the draft meeting report and referenced action taken on behalf of the full Board to approve

rules for the classification of students for tuition purposes.

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USNH Board of Trustees Minutes, January 18, 2019 Page 2 of 2

Draft for Approval

Governance Committee

Trustee Ardinger, committee chair, provided an overview of the meeting, which had no action to bring before the Board. She

noted that the Chancellor’s Office will be updating the inventory of trustee interests, knowledge, and skills on an annual

basis. Chair Small asked that trustee visiting committees schedule campus tours as a group through Tia Miller.

Educational Excellence Committee

Trustee Baines, committee vice chair, provided an overview of the meeting, which had no action to bring before the Board.

Financial Affairs Committee

Trustee Black, committee vice chair, provided an overview of the meeting and introduced the following action.

Tuition Rates for FY20

The following motion, made by Trustee Black, was duly seconded, discussed, and approved, with one abstention by

Senate President Soucy and none opposed.

VOTED, on recommendation of the Financial Affairs Committee that, effective for academic year

2019-20, the FY20 tuition rates as presented in the Financial Affairs Committee materials be

adopted as the maximum amounts authorized.

Maximum FY20 Mandatory Fees and Room & Board

The following motion, made by Trustee Black, was duly seconded, discussed, and approved, with no votes opposed or

abstained.

VOTED, on recommendation of the Financial Affairs Committee that, effective for fall semester

2019, mandatory student fees be adopted in amounts not to exceed $3,359 at UNH; 2,814 at KSC;

and $2,570 at PSU; AND FURTHER, that housing and dining rates be adopted as the maximum per

the schedule presented in the Financial Affairs Committee materials.

Finance Committee for Investments

Trustee Rutman, committee chair, provided an overview of the meeting, which had no action to bring before the Board.

Audit Committee

Trustee Black, committee chair, provided an overview of the meeting, which had no action to bring before the Board.

Systemwide Communications Strategy Update

Martha Terry, communications consultant for this project, presented a status update on the Board-identified strategic priority

to develop a cohesive communication plan to promote public higher education in NH. She stated that the Administrative

Board had assembled a multi-disciplinary communications strategy team for this purpose, and she provided an overview of

the team’s approach to develop the strategy framework, goals, and guiding principles. A status update of the work will be

presented at the April Board meeting. The Board affirmed its position that a systemwide communications strategy is of

equal importance to organizational IT synergy.

IT Synergy Update

Chancellor Leach provided the background for contracting with the Strata Information Group (SIG) to support the IT synergy

work. Rehan Khan, consulting interim CIO from SIG, and Emily Rudin, SIG general manager of client services, provided an

update on activities that included an IT assessment report. Upon validation of assessment findings, a technology optimization

roadmap with timeline will be submitted for Administrative Board approval in February. The roadmap will be shared at the

April Board meeting.

Based on the two presentations given, the Board expressed concern about the level of progress on both the communications

and IT projects and reaffirmed its commitment to the successful completion of both initiatives.

Adjournment

There being no further business, the meeting adjourned at 12:25 p.m.

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UNIVERSITY SYSTEM OF NEW HAMPSHIRE

BOARD OF TRUSTEES

(April 26, 2019) Motion Sheet KEENE STATE COLLEGE To: Board of Trustees Re: Motion for Approval of Proposed Amendments to the Keene Endowment

Association’s Bylaws PROPOSED MOTION

MOVED, on recommendation of the Executive Committee, the Board of Trustees hereby approves the proposed amendments to the Keene Endowment Association’s bylaws as set forth in the attached materials.

EFFECT OF PROPOSED ACTION AND RATIONALE Adoption of the motion, recommended by KSC President Melinda Treadwell and the Executive Committee, would approve the proposed amendments to the bylaws of the Keene Endowment Association (KEA). The KEA is an independent non-profit corporation formed and existing for the purpose of supporting Keene State College. Under Board policy, BOT III.C, any foundation established for the purpose of supporting a USNH institution must meet various requirements including approval by the Board of its bylaws and any amendments to those bylaws. The proposed amendments are described in the attached memorandum from President Treadwell and shown in redline format in the attached copy of the bylaws. SUBSEQUENT ACTION REQUIRED The approval of the motion by the Board of Trustees would give final approval for the adoption of the proposed amendments. SUBMITTED BY: Ron Rodgers General Counsel Date Prepared: April 16, 2019 For the Meeting on: April 25, 2019

-- End of Motion Sheet --

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https://www.usnh.edu/policy/bot/iii-administrative-policies/c-foundations-established-benefit-usnh-or-its-component-institutions

President’s Office 229 Main Street, Keene, New Hampshire 03435-1504 603-358-2000 Fax 603-358-2009 www.keene.edu [email protected]

Date: March 8, 2019

To: Todd Leach, Chancellor, USNH John Small, Chair, USNH Board of Trustees

From: Melinda Treadwell, President, KSC

Subject: Keene Endowment Association

On Thursday, March 7, 2019 the Keene Endowment Association trustees approved editorial and clarifying changes to their bylaws to align with changes made on June 9, 2016 to the term limits. In June 2016, the Keene Endowment Association trustees approved a change to their bylaws Article I (Membership), Section II to change membership terms from two five-year terms to two three-year terms. The attached updates reflect changes to align with the 2016 updates in Article II (Officers), Sections V and VI (remove Section VI as it is not necessary) as follows:

Section V: The treasurer and secretary shall each be elected for one year and may be re-elected annually until the end of his/her sixth year in office last year on the Board.

Section VI: A Trustee serving as president in his/her sixth year in office shall cease to be a

member of the Board of Trustees at the end of his/her term as President. If a member of the Board of Trustees serving as president has not yet completed his/her five-year term, then at the end of said individual’s presidency, he/she shall continue to serve his/her term as a Trustee.

An additional change to Article V (Disposition of Funds), Section removes the cap to the number of members permitted on the Investment Committee and removes unclear language as follows:

Section III: An Investment Committee shall be appointed by the president of the Association

to monitor the investment of appropriate funds, and that such a this committee shall have the authority to implement the same. The committee shall consist of a minimum of four people and not more than seven. The Investment Committee shall meet a minimum of three times annually, or on call when needed.

All additional changes are editorial or language clarification. In accordance with USNH policy on Bylaw changes, I am requesting Trustee approval at the USNH Board Executive Committee meeting. Attachment cc: Ronald Rodgers, General Counsel and Secretary

Edmond Wojenski, President, Keene Endowment Association

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KEENE ENDOWMENT ASSOCIATION BY-LAWS ENACTED March 7, 2019 (Revised)

Article I

Membership Section I: The membership of this Association shall consist of not fewer than six nor more

than 30 persons and shall be known and designated as “The Board of Trustees.” New members of the Association may be elected at any regular meeting of the Board of Trustees. An affirmative vote of a majority of the Trustees present is required for the election of a new member.

Section II: Members of the Board of Trustees shall be nominated and elected by the Board

of Trustees for a three-year term and may be re-elected for one additional three- year term. Anyone having previously served on the Board may be elected to the Board again after an interval of one year, except as follows: members of the Board of Trustees as of June 11, 1991 shall be lifetime members.

Section III: The Board shall also consist of four ex officio members who shall be members as

long as they hold these offices, namely, President of Keene State College (or his or her designee), KSC Vice President of Finance and Administration (or his or her designee), KSC executive leader for Advancement (or his or her designee), and the KSC Alumni Trustee to the University System of New Hampshire.

Section IV: The Board of Trustees shall have exclusive power to adopt, amend, and rescind

these By-Laws and prescribe membership qualifications and rights. Section V: Any member may withdraw from the Association by notifying the Board in writing.

Any member who has not attended 4 consecutive meetings of the Association may, by a two-thirds vote of the members present and voting, be designated as inactive. Inactive Trustees shall have no vote on matters that come before the Board, but will receive advance notice and copies of the minutes of all meetings of the Board of Trustees. butThey shall not be considered a Trustee for the purpose of Article IV, Section III of these Bylaws.

Section VI No member of the Association shall at any time receive any salary or

remuneration of any sort from the Association other than reimbursement for monies which may be advanced by a member for the use of the Association and then only upon a proper statement setting forth the purpose and use of such advancements.

Article II Officers

Section I: The Board of Trustees shall elect a president, one or more vice-presidents, a

secretary and a treasurer from among its members. It shall also elect an executive committee consisting of the officers of the Association, the President of Keene State College (or his/her designee), and not fewer than two, nor more than five additional members. The Executive Committee shall be elected annually at the a regular meeting of the Association.

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Section II: The president, vice-president(s), secretary and treasurer shall perform the regular duties pertaining to their offices or such duties as shall be assigned to them from time to time by the Board of Trustees.

The executive committee shall have, and may exercise during the interval between meetings of the Board of Trustees, all powers vested by the Trustees except the power to change membership of or fill vacancies in the Board of Trustees or within the executive committee and the power to amend these By- Laws. The executive committee may make rules for conduct of its business. A majority of the members of the committee shall constitute a quorum of the executive committee for the transaction of business. The president of the Association will act as the chair of the executive committee.

Section III: No person shall be eligible for the office of the president who has not served one

year on the Board of Trustees. Section IV: The president and vice-president(s) shall be elected for a term of two years. They

may be re-elected for an one additional two year term.

Section V: The treasurer and secretary shall each be elected for one year and may be re- elected annually until the end of his/her sixth year in officelast year on the Board.

Section VI: A Trustee serving as president in his/her sixth year in office shall cease to be a member of the Board of Trustees at the end of his/her term as President. If a member of the Board of Trustees serving as president has not yet completed his/her five-year term, then at the end of said individual’s presidency, he/she shall continue to serve his/her term as a Trustee.

Article III

Duties of Officers Section I: The president shall preside at all meetings of the Association and of the Board of

Trustees, may vote on all questions before the bodies, and may call special meetings of either body whenever said president may deem it expedient.

Section II: The first vice president shall perform the duties of the president in the event of a

vacancy in the office of president, or of the inability of the president to serve. Section III: The second vice president, if there is one, shall perform the duties of the first vice

president in the event of a vacancy in the office of the first vice president or the inability of the First first vice president to serve.

Section IV: The secretary or his or her designee shall keep a record of all meetings of the Association and the Board of Trustees; shall communicate the minutes of the meetings to each Trustee prior to the next meeting; shall notify the members of the Association of all regular and special meetings of the Executive Committee or Board of Trustees; and perform such other duties as usually pertain to the office of secretary. The minutes of the prior Annual Meeting shall be communicated to the members of the Association along with the notice of the Annual Meeting.

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Section V: The treasurer shall be responsible for a regular and correct accounting of all receipts and disbursements, and make a detailed report of same to the Association at the Annual Meeting.

Article IV Meetings

Section I: The regular annual meeting of the Board of Trustees shall be held within 90 days

after the close of the Keene Endowment Association Fiscal Year. The fiscal year shall be from July 1 to June 30 of the next year. Additional quarterly meetings may also be held, at the discretion of the board.

Section II: Special meetings may be held at any time on the call of the president of the

Association, but special meetings shall require notification to each Trustee at least five days in advance, with notice that states the object for the meeting.

Section III: A quorum at a Board meeting and the minimum to take action shall be defined as

the number of Trustees present or by proxy when the meeting begins with a minimum of 50% of Trustees. Inactive trustees shall not count toward the quorum requirement.

Section IV: In case of necessity, as determined and declared by the president, a question

may be decided by the vote of the Trustees via written proxy or in person, provided that specific statements of such questions shall have been submitted to the Trustees for their consideration and decision.

Section V: Any one or more Trustees may participate in a meeting of the Trustees by

conference telephone or other electronic means by which all persons participating in the meeting can communicate with one another. Participation by electronic means shall be equivalent to presence in person at a meeting for purposes of determining if a quorum is present.

Article V

Disposition of Funds Section I: All funds and other properties of the Association shall be subject to the control

and disposition of the Trustees. The officers of the Association shall execute the directions of the Trustees in the management of such funds and properties.

Section II: All orders drawn against said accounts shall be signed by any three Trustees of

the Endowment Association appointed by the Trustees or President of the Association. Financial institutions engaged by the Association are hereby authorized and directed to honor and pay any such orders.

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Section III: An Investment Committee shall be appointed by the president of the Association to monitor the investment of appropriate funds, and that such a this committee shall have the authority to implement the same.. The committee shall consist of a minimum of four people and not more than seven. The Investment Committee shall meet a minimum of three times annually, or on call when needed.

Section IV: All endowments, bequests and gifts of any kind made to the Keene Endowment

Association shall, unless otherwise directed by the donor or grantor, be subject to the disposition of the Association in accordance with the provisions of the Uniform Prudent Management of Institutional Funds Act, 2008 Session Laws Chapter 20, as said Act may be amended from time to time. Article VI

Article VI

Conflict of Interest Section I: Duty to Disclose and Voting Requirements

Any possible conflict of interest on the part of any member of the Board, officer or trustee of the Keene Endowment Association, shall be disclosed in writing to the Board and made a matter of record through an annual procedure and also when the interest involves a specific issue or transaction before the Board. Where the transaction involving a board member, trustee or officer exceeds five hundred dollars ($500) but is less than five thousand ($5,000) in a fiscal year, a two-thirds vote approving the transaction is required. Where the transaction involved exceeds five thousand dollars ($5,000) in a fiscal year, a two-thirds vote approving the transaction and publication of a legal notice in the required newspaper is required, together with written notice to the Director of Charitable Trusts, Attorney General’s Office. The minutes of the meeting shall reflect that a disclosure was made; that the interested director Board member and all other Board directors members with a pecuniary transaction with the Keene Endowment Association during the fiscal year were absent during both the discussion and voting on the transaction. Every new member of the Board will be advised of this policy upon entering the duties of his or her office and shall sign a statement acknowledging, understanding of and agreement to this policy.

Section II: Other Statutory Requirements

The Board will comply with all requirements of New Hampshire laws dealing with pecuniary benefit transactions (RSA 7:19-a and RSA 292:6-a) and all such laws are incorporated in full into and made a part of this policy statement. These requirements include, but are not limited to, absolute prohibition of any loans to any director, officer or trustee of the charitable trust, and prohibition or any sale or lease (for a term greater than five years) or conveyance of real estate from an officer, director or trustee without the approval of the probate court. These requirements extend to both direct and indirect financial interests, as defined by attached statutes.

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Article VII Indemnification of Trustees

Section I: Liability of Trustees: Keene Endowment Association shall defend, indemnify

and hold harmless each Trustee against personal liability to Keene Endowment Association for monetary damages for breach of fiduciary duty as a Trustee, except with respect to: (i) any breach of the Trustee's duty of loyalty to Keene Endowment Association or Keene State College; (ii) acts or omissions which are not in good faith or which involve intentional misconduct or a knowing violation of the law; or (iii) any transaction from which the Trustee derived any improper personal benefit.

Section II: Third Party Actions: Keene Endowment Association, to the extent permitted by

law, shall defend, indemnify, and hold harmless each Trustee who was or is a party to a proceeding or threatened to be named a defendant in a proceeding, whether civil, criminal or administrative or investigative, because such Trustee acted on behalf of Keene Endowment Association, against liability for a final judgment, settlement, penalty, fine, and reasonable expenses incurred with respect to the proceeding; if: (i) the Trustee conducted himself/herself in good faith; and (ii) the Trustee reasonably believed his or her conduct was neither a violation of the law nor opposed to the best interest of Keene Endowment Association. KEA may not defend, indemnify or hold harmless a Trustee in connection with any proceeding charging improper personal benefit to such person, whether or not involving an action on behalf of Keene Endowment Association, in which such person is adjudged liable on the basis that personal benefit was improperly received by him or her.

Article VIII

Incorporation of Agreement Between KEA & USNH The terms and conditions of the Agreement between The Keene Endowment Association and the University System of New Hampshire, executed on January 4, 1995, are hereby incorporated into these Bylaws by reference, to have equal weight and authority with all other provisions of these Bylaws, except in the event of conflict in which case the provisions incorporated under this Article VIII shall control.

Article IX Amendments

These By-Laws may be amended by a majority of the Trustees present and voting at an annual meeting or at a special meeting called for that purpose provided that members receive the proposed amendments at least five days in advance.

Article X

Effective Date These By-Laws shall be effective as of November 21, 2011March 7, 2019

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ARTICLE XI Deletion of Prior By-Laws

Following adoption of the foregoing By-Laws and the effective date thereof, all By-Laws of The Keene Endowment Association, which were in effect prior to the effective date of these By-Laws are hereby deleted.

CERTIFICATION

I hereby certify that I am Secretary of the Keene Endowment Association and that the foregoing By-Laws were duly adopted by the Trustees as the By-Laws of the Association on June 7, 2018 March 7, 2019.

Indrika Arnold, Secretary, Keene Endowment Association The following prior revision dates are noted for historical purposes only and are not part of the By-Laws:

June 7, 2018 September 14, 2016 June 8, 2015 November 21, 2011 November 10, 2011 June 21, 2010 June 4, 2002 June 9, 1992 June 2, 1988 June 8, 1978 December 1958 May 13, 1957

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BOARD OF TRUSTEES

(April 26, 2019)

Motion Sheet UNIVERSITY OF NEW HAMPSHIRE To: Board of Trustees Re: Proposal to Change the Name of the University of New Hampshire School of Law PROPOSED MOTION

MOVED, on recommendation of the Executive Committee, the Board of Trustees hereby changes the name of the University of New Hampshire School of Law to the University of New Hampshire Franklin Pierce School of Law and authorizes UNH President James Dean to take or cause to be taken all such steps as may be necessary or desirable to effect such change.

EFFECT OF PROPOSED ACTION AND RATIONALE The proposed motion would give final approval to the proposal to change the name of the UNH School of Law to the University of New Hampshire Franklin Pierce School of Law, as further described and explained in the attached letter of recommendation from President Dean. SUBSEQUENT ACTION REQUIRED The approval of the full Board of Trustees will be the final action required to adopt the proposed name change. SUBMITTED BY: Ron Rodgers General Counsel Date Prepared: April 16, 2019 For the Meeting on: April 26, 2019


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Office of the President

105 Main Street

Durham, NH 03824

V: 603.862.2450

F: 603.862.3060

TTY: 7.1.1 (Relay NH)

[email protected]

April 17, 2019 Dear USNH Trustees: I request that the name of the University of New Hampshire School of Law be changed to the University of New Hampshire Franklin Pierce School of Law. I make this proposal after careful consultation with the UNH Law Dean Megan Carpenter, her leadership team, and the university’s Communications and Public Affairs department. I also take into consideration important feedback from UNH Law alumni and other vital constituencies. As you know, UNH signed an affiliation agreement with Franklin Pierce Law Center in 2010. The agreement brought together a university that was founded in 1866 with a law school that was founded in 1973. After four years of successful integration into the USNH and UNH systems, Franklin Pierce Law Center became UNH Law in 2014. The merger has led to an excellent partnership. UNH Law has become one of the most selective law schools in New England and produced superb outcomes. It is consistently ranked in the Top 100 overall by U.S. News and World Report and is now ranked in the Top 5 for intellectual property, joining such prestigious schools as Stanford Law School, UC Berkeley School of Law, and New York University School of Law. The IP ranking is also impressive when considering that UNH Law is the only law school in America ranked in the Top 10 in IP for the entire time U.S. News and World Report has been ranking IP programs, 28 years. The law school has also excelled at job placement and bar passage. The most recent data from the American Bar Association shows that 95 percent of JD graduates were employed within 10 months of graduation. In fact, UNH Law is ranked No. 1 in New England—ahead of both Yale Law School and Harvard Law School—and No. 5 in the entire U.S. for jobs on the open market. In addition, 93.3 percent of first-time takers passed the bar exam in 2017, with 100 percent of first-time takers passing in New York, California, Massachusetts, Vermont, and Washington, D.C. These extraordinary successes not only bring acclaim to the law school, but they also enhance the university’s overall prestige. While the law school has succeeded, one consistent complaint we hear is the 2014 name change. “Franklin Pierce” had a distinct and valuable brand. Its name carried sway and cachet within in the intellectual property, science, and technology communities. This is

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particularly a concern internationally, where “Franklin Pierce” was considered the gold standard for intellectual property. More generally, “Franklin Pierce” was viewed as producing pioneers in the study of IP. This reputation was deservedly linked to the school’s rich tradition of blending the study of technological innovation and scientific progress with the study of the law. For decades, the school has offered its students an unparalleled curriculum in the study of IP law. Courses are taught by leading scholars and practitioners whose pathbreaking work in IP includes cutting-edge research in patent law, vaccine technologies, social media privacy, and blockchain and cryptocurrency. UNH Law students also receive extraordinary opportunities for externship placements in Fortune 500 companies and global law firms. Adding the Franklin Pierce name back into the law school would empower UNH to tap into a brand asset. It would likely help to generate enrollment, too, especially students from other countries. The name restoration would also be a “hit” with alumni and potentially lead to greater financial contributions. To be sure, our law school is more than the study of IP and more than Franklin Pierce. It has deep roots in New Hampshire. UNH Law has the award-winning Daniel Webster Scholar Program, which is a partnership between the law school and the New Hampshire Supreme Court and which leads to top students beginning their legal careers in New Hampshire. UNH Law also has the Warren B. Rudman Center for Justice, Leadership & Public Service—named, of course, after the late NH senator, Warren Rudman—and the Sports and Entertainment Law Institute, which has created exciting employment and experiential opportunities for law school grads in New Hampshire and elsewhere in the U.S. The name change would blend the best of both worlds: it would bring back a valuable name while preserving the law school’s important association to UNH. Thank you for your consideration, James W. Dean, Jr. President

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BOARD OF TRUSTEES

(April 26, 2019) Motion Sheet BOARD OF TRUSTEES To: Board of Trustees Re: Motion for Approval of Amendments to the Board Policy on Conflicts of Interests

(BOT III.I) as recommended by the Governance Committee PROPOSED MOTION

MOVED, on recommendation of the Governance Committee, the Board of Trustees hereby approves the proposed amendments to the policy on conflicts of interests, BOT III.I, as set forth in the attached materials.

EFFECT OF PROPOSED ACTION AND RATIONALE At the Board of Trustees’ annual meeting in June 2018, a concern was raised regarding the use of an undefined term, “transactions,” in the Board’s policy on conflicts of interest. The Governance Committee reviewed the issue and developed a proposed definition, set forth in the second bullet under subsection 3.1.1 of the attached policy. While reviewing the policy the Governance Committee noted several instances where gender-specific terms were used, for example “Chairman.” As a result, the attached policy amendment proposal includes the changes necessary to make the policy consistently gender-neutral. SUBSEQUENT ACTION REQUIRED The approval of the Board of Trustees will be the final action required to adopt the proposed amendments to the policy on conflicts of interest. SUBMITTED BY: Ron Rodgers General Counsel Date Prepared: April 16, 2019 For the Meeting on: April 26, 2019


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UNIVERSITY SYSTEM OF NEW HAMPSHIRE Board of Trustees

(April 26, 2019)

DRAFT Proposal to Amend Board Policy on Conflicts of Interest (BOT III.I)

Recommended by the Governance Committee

Proposed additions are formatted in Blue and Underlined BOT III.I, Conflict of Interest - Trustees I. Conflict of Interest – Trustees

1. Scope. This policy applies to all members of the University System of New Hampshire Board of Trustees. The term University System of New Hampshire (“USNH”) includes the USNH Chancellor’s Office, Granite State College, Keene State College, Plymouth State University, the University of New Hampshire, including the University of New Hampshire School of Law. 2. Fiduciary Responsibilities.

2.1 Trustees of USNH serve the public trust and are required to fulfill their responsibilities with care and loyalty. All decisions and actions of the board are to be made for the sole purpose of advancing the best interests of the institution and the public good. The integrity of USNH must be protected at all times, and the fiduciary relationship of trustees of USNH must be respected in both actuality and appearance. 2.2 A conflict of interest exists when a trustee's direct or indirect personal interests are inconsistent with or interfere in any way with the best interests of USNH. 2.3 Through this policy, the Board of Trustees intends to implement the highest possible ethical standards and to establish that it will not tolerate conflicts of interest. The Board, through its Governance Committee, will administer this policy strictly, with complete transparency, and in accordance with the following principles:

2.3.1 In general, it is the policy of USNH that it will not engage in business or financial relationships with trustees.

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2.3.2 No business or financial relationship or transaction between USNH and any trustee, or a member of his or her immediate family, or any entity with which a trustee or a member of his or her immediate family is affiliated, will be permitted unless it has been thoroughly reviewed and considered by the Governance Committee and has been found to be of clear benefit to USNH. 2.3.3 No trustee, or a member of his or her immediate family, may knowingly invest directly in any business, investment fund, limited partnership, separate account, commingled account, mutual fund, or other vehicle ("Investment Vehicle") in which USNH has a material financial interest. Except with the prior approval of the Governance Committee, USNH will not knowingly invest directly in an Investment Vehicle in which a trustee or officer, or a member of his or her immediate family, has a material financial interest. For purposes of this provision, "material financial interest" means a role as general or managing partner, management-level employee, owner or sponsor of the investment firm, or an ownership interest of greater than 5% in the Investment Vehicle. 2.3.4 Any offer of full-time USNH employment to a member of the immediate family of a trustee is subject to the prior review and approvals of the Chancellor and the Chairman Chair of the Governance Committee. 2.3.5 Any trustee who serves at USNH's request as a director or trustee of another organization shall turn over to USNH any compensation received from such other organization for such service. 2.3.6 No trustee or member of his of or her immediately family may be a trustee, director, employee, or agent of, or otherwise contract with, another institution of higher education unless the relationship or transaction has been thoroughly reviewed and considered by the Governance Committee and has been found to be consistent with the best interests of USNH.

3. Procedures. As outlined below, effective implementation of this policy requires, first, the full disclosure of individual interests that might conflict with the best interests of USNH (see, 3.1, below). Second, the interested trustee must refrain from participating in USNH decision making with respect to any transaction or relationship in which he or she is interested (see, 3.2, below). Finally, an independent determination must be made that the

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transaction or relationship meets the applicable standard and should be entered into or continued (see, 3.3, below).

3.1 Disclosure. All trustees are required to disclose on the Conflict of Interest Disclosure Form: (1) any business or financial relationship or transaction they or members of their immediate families have or propose to have with USNH, either directly or through another entity in which they have a significant interest, and (2) any other organizations as to which they serve as a director, officer, or employee, except where such service is only nominal with no material compensation or decision-making authority, and (3) any other institution of higher education for or with which the trustee or member of their immediate family is a trustee, director, employee or other agent, or has a contract. The disclosure form is to be filed annually; an amended form must be filed promptly in the event of a material change in circumstances. Disclosure forms will be reviewed by the Director of Internal Audit and the General Counsel for compliance. The General Counsel shall provide the Chancellor, Chairman Chair of the Board, and Chairman Chair of the Governance Committee a summary of all reported disclosures. Unless already included on the most recent annual disclosure form, a trustee shall provide advance written disclosure of any proposed business or financial relationship or transaction covered by this policy to the Chancellor, Chairman Chair of the Board, and the Chairman Chair of the Governance Committee.

3.1.1 The following guidelines are provided to help trustees determine whether a relationship or transaction should be disclosed:

• A business or financial relationship or transaction includes the sale or acquisition of goods, property, or services; the commitment of resources to a common venture; or, in the case of a member of one’s immediate family, an employment relationship. It does not include attending USNH as a student.

• For purposes of this policy, the term “transaction” shall mean any

exchange of goods, services, or funds with the following exceptions: (1) an exchange of value worth $50 or less; (2) a purchase of a good or service generally available to the public at the same price; (3) the payment of tuition, room, board, or other fees; (4) a philanthropic gift; (5) services rendered as a Trustee without compensation other than reimbursement of reasonable expenses as permitted by state law and Board policy; (6) meals, beverages, and lodging provided by USNH in conjunction with a USNH event or function; and (7)

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https://www.usnh.edu/sites/www.usnh.edu/files/media/olpm/docs/bot/disclosure.pdf




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tickets or free admission provided by USNH to a USNH event or function.

• A member of one's immediate family means (1) a spouse; (2) a child, grandchild, parent, grandparent, sibling, uncle, aunt, nephew, or niece, or the spouse of any such person; (3) a person having a step-relationship described in (2) above; (4) a parent-in-law or a brother- or sister-in-law; or (5) any other person who resides in the same household as the trustee, officer, or employee.

• A significant interest in another entity includes service as a trustee,

director, partner, or management-level employee; the actual or beneficial ownership of more than 5% of the entity; or a compensation arrangement that is dependent upon a business or financial relationship with USNH.

3.1.2 The foregoing guidelines are not intended to be exclusive; other relationships or interests that might conflict with the best interests of USNH should also be disclosed. If a trustee is uncertain whether to disclose a particular business or financial relationship or transaction, the Chairman Chair of the Governance Committee or the USNH General Counsel should be consulted.

3.2 Restraint on Participation. Trustees who have disclosed a potential conflict of interest shall refrain from participating in USNH's consideration of any proposed business or financial relationship or transaction in which he or she is interested, except to respond to questions or to provide further information. If a transaction or relationship requires a vote, the interested party should not be present at the time of the vote. 3.3 Approval of Business or Financial Relationship or Transaction. The Governance Committee will determine whether a business or financial relationship or transaction involving a trustee or officer should be entered into or continued. In the case of any such relationship involving a trustee, such a determination shall be set forth in a written report of the Governance Committee signed by the Chairman Chair and a majority of the Committee and provided to the Board of Trustees.

-- End of DRAFT Proposal --

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IT Optimization and Synergies UpdateBoard of Trustees

April 26, 2019

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2

Agenda

• Update on Strata Information Group project phases and plans• Update on UNH CIO hiring process• Status on IT Optimization Initiative

– Update on cost savings in IT • Recent case study• IT Permanent cost savings realized to date

– Future cost savings projections and Return on Investment to be defined

– Plans to move initiative forward– Strategy for initial projects– Project plans and roadmaps

• Next Steps

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3

Status on Strata Information Group (SIG) Contract

• At the September Board retreat, SIG was selected to assist USNH with the following activities:– Phase 1: Perform an analysis of the IT practices and services across the

System and provide guidance and recommendations on potential cost savings and prioritized projects

– Phase 2: Initiate projects and hire an Interim CIO to manage the process

• Phase 1 concluded with a report presented to the Admin Board in February

• Interim CIO, Rehan Khan, who began his assignment in December 2018, resigned from SIG at the end of February to accept another position.

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Phase 2 and Next Steps

• Stan Waddell, UNH CIO, accepted a CIO position at Carnegie Mellon University effective April 1, 2019

• The Admin Board elected to end SIG’s contract for Phase 2 – Russ Battista, System Office CIO, was assigned to lead the IT

Optimization initiative through building and executing the initial plan– Projects were prioritized so work could begin on the initiative

• Infrastructure Alignment• Information Security• Vendor and Contracts Management• Projects Inventory and Collaboration

– A new System CIO position has been posted and the incumbent will assume leadership of this initiative.

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5

Recent Cost Savings Case Study• The University of Nebraska System implemented a cost savings and

consolidation initiative over the past 18 months across four campuses• Reduced $6 million out of $50 million budget

– 60 positions eliminated (15 via layoff)– Consolidated leadership (one CIO)– Created software standards (move from 20% to 80% standardized deployments)

• Migrated to Canvas (LMS) and Box (collaboration) – all campuses now benefit from enterprise technologies

• Mandated compliance• Created one IT budget for ease of management• Maintained presence at each campus to ensure end users were supported• Service levels have improved • Advised that this process is doable but need support from all leadership and strong

communication plan• Indiana and Iowa systems have initiated similar programs.

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USNH IT Permanent Cost Savings Realized

21 FTE across USNH (19 reductions)

Headcount Reductions/Position

Reclassifications

Contract reductionsContracts

Cell phone stipend eliminationOther Savings

$1,894K

• Over the past 2 years, Campuses and the System Office have begun to right-size each respective organization to drive down costs

• These efforts have taken place at the individual organization level and do not reflect the potential of savings in the future. All savings are permanent as of FY 20.

$ 83K

$ 52K

$2,029KTOTAL PERMANENT IT SAVINGS

Note: A portion of savings were used to fund non-IT investments

In Thousands

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Plans to Move IT Optimization Initiative Forward• Cross functional representatives from all Campuses and System Office comprise

the IT Steering Committee– Governance body for proposed work and priorities– Receive direction and report status to Admin Board

• Admin Board has agreed to proceed with four initiatives– Infrastructure Alignment– Information Security– Vendor and Contracts Management– Projects Inventory and Collaboration

• Each project has been defined and initiated with a roadmap outlining deliverables– Cost savings will be defined for all activities as the execution phase nears (i.e.

perform the analysis first then outline restructure and savings plans)– Metrics and Return on Investment (ROI) will also need to be defined to

measure progress• Once onboard, the new CIO will assume ownership for this Initiative.

This is just the beginning of the journey together

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Project Categories

Consistent and Enhanced Services

Risk Mitigation Cost Savings Operational Efficiencies

• Infrastructure• Projects Inventory• Information Security• Contracts and Vendor

Management

• Infrastructure• Projects Inventory• Information Security

• Infrastructure• Contracts and Vendor

Management

• Infrastructure• Projects Inventory• Contracts and Vendor

Management

• Categorized projects to illustrate the value proposition• Cost savings will be a key driver, but there are other efficiencies and value

to be achieved from these initiatives• These projects begin to align standard and consistent IT operations across

the enterprise• Return on Investment will be defined for the overall initiative.

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Goals and Roadmap: Infrastructure Realignment• Project Categories: Consistent/Enhanced Services, Risk Mitigation, Cost Savings, Operational Efficiencies• The goals for this project are:

– Consolidation of Data Center Locations– Consolidation of virtualized server farms and associated storage repositories– Unification of Network and Telephony environments, including Voice Over IP (VOIP)– Reorganization and realignment of infrastructure staff– Move to cloud and subscription services where appropriate– Review, analyze, and redeploy existing shared services specific to IT infrastructure.

IT Optimization: InfrastructureFY 19 FY 20 FY 21

PROPOSED TIMELINE JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC2019 2020

Discovery of enterprise assets with GDT

Evaluate and Analyze data

Identify System-wide project team and leads

Map out longer term strategy for deliverables

Common delivery strategy and execution plan

Determine RFP Requirements

Create and Execute RFP(s)

Projects Execution

Change Management, Staff Training, and Communication plan

Identify immediate value opportunities and common service delivery model

Vendor Selections, project planning, and contracts execution

Communication and Education on cloud-based strategies

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Goals and Roadmap: Contracts / Vendor Management• Project Categories: Consistent/Enhanced Services, Cost Savings, Operational Efficiencies• The goals for this project are:

– Identify the top spend in IT Vendors and Commodities across the system– Realign and consolidate contracts and services for all campuses to utilize– Leverage System volume to decrease cost– Reduce overall number of vendors through standardization of software tools, platforms, and services– Incorporate a governance model to approve purchases to maintain cost savings.

IT Optimization: Contracts and Vendor ManagementFY 19 FY 20 FY 21


Analyze Spend Data

Identify Top Spend Vendors

Define Standard Processes and Approach

Negotiate MSA, Execute RFP, Negotiate Contracts

Phase 2, second round: Determine vendor priorities

Define Standard Processes and Approach

Negotiate MSA, Execute RFP, Negotiate Contracts

Phase 3 and beyond, next in priority list

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Goals and Roadmap: Projects Inventory• Project Categories: Consistent/Enhanced Services, Risk Mitigation, Operational Efficiencies• The goals for this project are:

– Inventory projects that are being worked on across the System (currently not considering maintenance-related or very small projects)

– Identify which projects would benefit from system-wide collaboration– Determine requirements for deliverables to ensure each campus’ needs and requirements are met– Incorporate a sustainable and repeatable process for ongoing project selection and delivery.

IT Optimization: Projects InventoryFY 19 FY 20 FY 21


Data Gathering

Execute new project model

Leverage best practices to operationalize process into ongoing Program

Review inventory and identify potential projects for collaboration

Identify enterprise needs and requirements for ongoing enterprise project selection. management, and project delivery

Collectively determine project best practices; establish engagement and governance model

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Goals and Roadmap: Information Security• Project Categories: Consistent/Enhanced Services, Risk Mitigation• The goal of the project is to:

– Assess existing Information Security capabilities across the System– Follow up on Baker Tilly Security recommendations for risk mitigation– Determine and implement Information Security standards for the entire enterprise– Define and implement an Information Security Awareness and Training program– Define and implement a common services delivery program across USNH.

IT Optimization: Information SecurityFY 19 FY 20 FY 21


Execute Shared Services model

Implement shared security training and awareness program

Define and implement Best Practices: Standards, Relevant Documentation needs, Alerts, Incident Response methodology, security policies

Follow up on Baker Tilly recommendations: Define enterprise strategy and standards for Security Incident and Event Management (SIEM) process, Vulnerability Management, and Data Encryption

Prioritize activities and define execution plan for common service delivery model

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Projects Summary RoadmapIT Optimization and Synergies Projects Roadmap

FY 19 FY 20 FY 21PROPOSED TIMELINE JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

2019 2020CONTRACTS AND VENDOR MANAGEMENT

ROIDefine standard processes and approachNegotiate MSA, execute RFP(s), negotiate contracts

Phase 2, second round: Repeat processes

PROJECTS INVENTORY

INFORMATION SECURITY

INFRASTRUCTURE

Team

Define strategy and ongoing model for delivery Determine RFP Requirements, create and execute RFPs

Change Management, Staff training, Communication plan

Execute

Discover, Evaluate, and Analyze

RFP Requirements, create, execute RFPs

Identification

Requirements for project delivery

Execution

Implement shared security training and awareness program Shared Security training and awareness program

Standards, Documentation, Alerts, Incident Response methodology, security Policies

Follow up on Baker Tilly recommendations: Define enterprise strategy and standards for Security Incident and Event Management (SIEM) process, Vulnerability Management, and Data Encryption

Define enterprise strategy and standards for SIEM process, Vulnerability Management, and Data Encryption

Prioritize activities and define execution plan for common service delivery model

Prioritize and define execution model

InventoryData gathering and collaboration identification

Analyze Next Priorities

Standard Processes

Re-Align Contracts, MSAs, and create RFPs

Identify Top Spend Vendors

Analyze Spend

Standardize ProcessesRe-Align contracts, MSAs, and create RFPs

Communicate and Educate about Cloud-based technologies

Vendor selections, project planning, contracts execution

Collectively determine project best practices; establish engagement and governance model

Engagement and governance

Identify requirements for ongoing project selection. management, and project delivery

Define and implement best practices

Identify immediate value opportunities and common service delivery model

Identify System-wide project team and leads

Leverage best practices to operationalize process into ongoing Program

Short term wins, common delivery model

Discover, evaluate, and analyze assets

Operationalize process

Define delivery strategy and model, define and execute RFP process

Vendor selection, contractsExecute Multiple projectsProjects execution

Analysis

Analyze, Standardize, Re-align

Execute new project model

Phase 3 and beyond: Repeat processes

Execute Shared Services model

Change management, staff training, communication planCommunication and education on cloud-based strategies

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Risk Mitigation

• LRTP funding will be utilized to assist with the following: • Resource backfill, skill enhancement, training, and staff augmentation• Software purchases

• Schedule will be evaluated with consideration of other enterprise projects• There are many large and critical project priorities so we will adjust

deliverables as needed• It is important to find the right balance so all critical deliverables are

successful• Implement a System-wide Change Management and Communication plan

• Foster an understanding that the current model is just the beginning and we will soon enter a continuous improvement IT evolution

• Priorities will be reviewed with Steering Committee and Admin Board.

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Future Considerations for Effective IT DeliveryThere are many longer term considerations that will facilitate standardization, consistency, higher quality, and an engaged workforce at a lower Total Cost of Ownership. Activities for consideration across USNH are:

– Enterprise Shared Services review, realignment, and remodel– Service Level Agreements (SLAs) and commitments– Commit to System-wide Change Management and Communication plan to

keep all constituents abreast of efforts• Keep everyone rowing in the same direction!

– Additional standards across all IT efforts– Further and advanced cloud strategies– Skills evaluation and re-skill/training plan

• Consider future cloud-based and Service Management skills to modernize the workforce

– Standardized project methodologies and governance– Open IT position management and strategic hiring.

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Next Steps

• Continue to evolve and execute current project plans– Refine schedule and deliverables as more data is presented and evaluated

• Determine future cost savings model and metrics• Determine LRTP funding request• Keep the Admin Board apprised of status• Once new CIO is hired, transition ownership to him/her

– Create list of suggested future activities to consider incorporating into longer term roadmap (previous page).

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University of South FloridaUniversity of Southern

University of Southern MaineUniversity of St. Thomas

University of Tennessee, KnoxvilleUniversity of Texas - Austin

University of Texas at DallasUniversity of Texas Health

University of Texas Rio Grande ValleyUniversity of the Sciences in Philadelphia

University of ToledoUniversity of Vermont

University of WashingtonUniversity of West Florida

University of Wisconsin - MadisonVanderbilt University

Virginia Commonwealth UniversityWake Forest University

Washburn UniversityWashington State University

Washington State University - Tri-Cities CampusWashington State University - Vancouver

Washington University in St. LouisWayne State University

Wellesley CollegeWesleyan University

West Chester UniversityWest Virginia Health Science Center

West Virginia UniversityWestern Oregon University

Westfield State UniversityWidener University

Williams CollegeWorcester Polytechnic Institute

Worcester State UniversityXavier University

University System ofNew HampshireFY18 Facilities Benchmarking & Analysis Draft

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Who Partners with Sightlines?Robust membership includes colleges, universities, consortiums and state systems

43States+DC

90%Memberretention

rate

360+ROPA

Members

450Colleges &Universities

170New members

since 2013

5Canadianprovinces

Sightlines has advised state systems in:

• Alaska• California• Florida• Hawaii• Maine

• New Hampshire• New Jersey• Pennsylvania• Texas• Washington

• Massachusetts• Minnesota• Mississippi• Missouri• Nebraska• Ohio

2 © 2019 Sightlines, LLC. All Rights Reserved. of 75

3

Vocabulary for Facilities Measurement, Benchmarking & Analysis

Asset Reinvestment

The accumulation of repair and modernization needs and the definition of resource capacity to correct them “Catch-Up Costs”

OperationalEffectiveness

The effectiveness of the facilities operating budget, staffing, supervision, and energy management.

Annual Stewardship

The annual investment needed to ensure buildings will properly perform and reach their useful life “Keep-Up Costs”.

Service

The measure of service process, the maintenance quality of space and systems, and the customers opinion of service delivery.

Asset Value Change Operations Success

The annual investment needed to ensure buildings will properly perform and reach their useful life.

The accumulation of repair and modernization needs and the definition of resource capacity to correct them.

The effectiveness of the facilities operating budget, staffing, supervision, and energy management.

The measure of service process, the maintenance quality of space and systems, and the customers opinion of service delivery.

© 2019 Sightlines, LLC. All Rights Reserved. of 75

4

Peer System Comparisons

State System Comparisons

Mississippi Institutions of Higher Learning System

Oregon University System

Pennsylvania State System of Higher Education

University of Alaska System

University of Maine System

University of Massachusetts System

University of Missouri System

Comparative Considerations

Size, technical complexity, region, geographic location, and setting are all factors included in

the selection of peer institutions


Space Profile

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6

Density Factor Across USNH and vs Peers

0

100

200

300

400

500

600

UNH KSC PSU A B USNH C D E F G

Use

rs/1

00

K G

SF

Density Factor by Institution and vs Peers

Density Factor Average

USNH density factor falling below that of peers

USNH Peers

304

366

Peers arrayed by increasing density factor


7

Putting Your Building Age Profile into ContextFunding sources should be allocated based on age and condition of the buildings

0%

5%

10%

15%

20%

25%

1880 1885 1890 1895 1900 1905 1910 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015 2020

% o

f G

SF

% of GSF by Construction & Renovation Year

Sightlines Database- Construction Age USNH Construction Age

Pre-War

Post War

Post-War

Modern

Complex

Built 1951 - 1975• Lower quality • Needs more repairs

& renovation

1975 - 1990• Quick flash

construction• Low quality

components

Built post-1991• Technically complex• Higher quality• More expensive to maintain

or repair

Built pre-1951• Durable construction• Older but lasts longer


USNH Renovation Age DistributionRenovations have given USNH a well distributed age profile

8

Buildings Under 10

Little work. “Honeymoon” period.

Low Risk

Buildings 10 to 25

Short life-cycle needs; primarily space renewal.

Medium Risk

Buildings 25 to 50

Major envelope and mechanical life cycles come due. Functional obsolescence prevalent.

Higher Risk

Buildings Over 50

Life cycles of major building components are past due. Failures are possible. Core modernization cycles are missed.

Highest risk

10% 15% 20%

19%

35% 23%

24%

25%29%

47%

25% 28%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

USNH Construction Age USNH Renovation Age Peers Renovation Age

% o

f Spa

ce

Campus Age Distribution by Category

Under 10 10 to 25 25 to 50 Over 50


USNH Renovation Age DistributionRenovations have given USNH a well distributed age profile

9

Buildings Under 10

Little work. “Honeymoon” period.

Low Risk

Buildings 10 to 25

Short life-cycle needs; primarily space renewal.

Medium Risk

Buildings 25 to 50

Major envelope and mechanical life cycles come due. Functional obsolescence prevalent.

Higher Risk

Buildings Over 50

Life cycles of major building components are past due. Failures are possible. Core modernization cycles are missed.

Highest risk

15% 12%

35%30%

25%27%

25% 31%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

USNH Renovation Age FY18 USNH Renovation Age FY23

% o

f Spa

ce

Campus Age Distribution by Category

Under 10 10 to 25 25 to 50 Over 50


Asset Value Change

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11

Total Capital Investment FY05-FY18Average total capital investment $84.5M/year from FY05-FY18

$0

$20

$40

$60

$80

$100

$120

$140

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

$ in

Mill

ion

s

Total Capital Investment

Exisiting Space Infrastructure New Space Average

37%

9%

54%

Peers Total InvestmentFY05-FY18

42%

13%

45%

USNH Total InvestmentFY05-FY18

$84.5M


12

Total Capital Investment FY05-FY18Investment levels FY16-FY18 increased over FY10-FY15 but still lower than FY05-FY09

$0

$20

$40

$60

$80

$100

$120

$140


$ in

Mill

ion

s



37%

9%

54%


42%

13%

45%


$109.2M

$61.6M

$89.4M


13

Total Capital Investment FY05-FY18Investment levels FY16-FY18 increased over FY10-FY15 but still lower than FY05-FY09

$0

$20

$40

$60

$80

$100

$120

$140


$ in

Mill

ion

s



37%

9%

54%


42%

13%

45%


$52.8M

$41.9M$46.4M


14

FY05-FY18 Capital Investment vs PeersUSNH investing $0.51/GSF ($4.6M/year) more than peers from FY05-FY18

$0.00

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

$9.00

$10.00

FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

$/G

SF

Capital Investment vs Peers

Exisiting Space Infrastructure Average

$5.53$5.02

USNH Peers


15

Project Selection vs Peers and by CampusInvestment patterns similar to peers; E&G focused more on infrastructure, Aux focused on space renewal

10%

28%

30%

8%

24%

USNH Investment MixFY05-FY18

13%

26%

30%

9%

22%

Peers Investment MixFY05-FY18

9%

28%

28%

6%

29%

E&G Investment MixFY05-FY18

10%

26%

39%

10%

15%

Aux Investment MixFY05-FY18


16

Defining an Annual Investment TargetAnnual Funding Target: $49.9M

$94.4

$35.8$26.8

$46.1

$23.1

$0

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100

3% Replacement Value Life Cycle Need Annual Investment Target

$ in

Mill

ion

s

FY18 Annual Investment Target

Envelope/Mechanical Space/Program

$94.4M $81.9M $49.9M

Replacement Value: $3.1B

Functional obsolescence drives investment prior to life cycles & discounts the annual

investment target

Excludes infrastructure


17

Total Capital Investment vs Funding TargetsGap between investments and targets results in backlog growth

$0

$10

$20

$30

$40

$50

$60

$70

$80

$90

$100


$ in

Mill

ion

s

Historical Capital Investment in Existing Space vs Funding Target

Annual Stewardship Asset Reinvestment Annual Investment Target Life Cycle Need

Increasing Backlog & Risk

Increasing Net Asset Value

Lowering Risk Profile

Excludes infrastructure


18

Net Asset Value by Campus and vs PeersAll USNH institutions in the Repair & Maintain Stage

100%-80%

80%- 70%

70%- 60%

Below 60%

Investment Strategy

100%-80%

80%- 70%

70%- 60%

Below 60%

Capital Upkeep Stage: Primarily new or recently renovated buildings w/ sporadic building repair & life cycle needs; “You pick the projects”

Repair and Maintain Stage: Buildings are beginning to show their age and may require more significant investment on a case-by-case basis

Systemic Renovation Stage: Buildings may require more significant repairs ; large-scale capital infusions/ renovations are inevitable; “The projects pick you”

Transitional/Gut Renovation/Replacement Stage: Major buildings components are in jeopardy of complete failure. Reliability issues are widespread throughout the building.

NAV Index

78% 77%74%

55%

77%74%

65%70% 69% 69% 72%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

UNH KSC PSU A USNH B C D E F G

Net

Ass

et V

alue

Inde

x

NAV Average

NAV Index = (Replacement Value-Building Needs)

Replacement ValueX 100

Peers arrayed by increasing tech rating


19

Projected NAV with current funding model, half of funding model, and no funding

60%

65%

70%

75%

80%

85%

90%Net Asset Value Index

USNH NAV Projected NAV w/ no Investment Projected NAV w/ Average spending Projected NAV w/ Half of Average spending


$-

$50.00

$100.00

$150.00

$200.00

$250.00

- 50,000 100,000 150,000 200,000 250,000

Building Backlog vs. Building Size

© 2019 Sightlines, LLC. All Rights Reserved.20

Decision Making for Capital Investment – Building Size

Demolish

Needs Another Strategy…

MaintainSteward

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© 2019 Sightlines, LLC. All Rights Reserved.21

Solutions for Slowing the Growth of the Backlog

Demolition

Major Renovation

Minor Renovation

New Construction

More

Less

Dollar for Dollar impact on Backlog

Drawbacks

Changes campus characterReduces available space on campus

Politically unpopular

Difficult to secure fundingPerception is that it’s still an “old” building

Doesn’t necessarily address key infrastructure issuesLess efficient than a major renovation

Actively adds to future needsDoesn’t actually reduce current backlog

2-3x less impactful dollar for dollar than other options

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Questions and Comments

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University System of New Hampshire Board of Trustees ... · 4/26/2019 · The UNH. School of Law...

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