presentation of the bradford k. perry award · presentation of the bradford k. perry award history...

Presentation of the Bradford K. Perry Award

History of the Bradford K. Perry Award:

Bradford K. Perry served as Vice Chancellor for Financial Affairs and Treasurer of the University System from 1988 until

his death in May of 2000. As Chief Financial Officer, Brad is remembered for his strong leadership, integrity and sound

fiscal management. A fund in his memory was set up by his colleagues and friends and donations were used to establish a

quasi-endowment. The endowment payouts have supported the annual Bradford K. Perry Memorial award to one or more

USNH business officers or individuals serving in a business-related role, that make a significant contribution to the

improvement of the system's financial operations and/or cooperative relations among the institutions and the system office.

Selection Process and Criteria:

The individuals are selected by the USNH Treasurer in consultation with the Finance Executive Council (FINEC).

Nominations are judged on the following criteria: (1) the impact of the individual’s contributions on operations throughout

the USNH (reduced paperwork, more effective use of time, estimated cost savings or revenue enhancement, improved

service to students, faculty and staff); (2) improved effectiveness in operations within local unit, department and/or campus;

(3) extent of collaboration with business officers or co-workers from other campus/USNH units; and (4) extent of positive

change in the processes or procedures for resolving issues and addressing problems pertinent to business officers.

2018/2019 Recipient:

Team Award to lead members of the Banner (HR and Finance systems) upgrade team: – see attached letter from Vice

Chancellor Provencher

Prior Recipients of the Bradford K. Perry Award

2001 Kathy Bates PSU

2002 Banner Finance Implementation Team All campuses represented

2005 Kate Roberts and Michelle Stone UNH

2006 Pat Madsen and eVents Housing Team UNH and KSC

2007 Carol Mitchell USNH

2008 Carol Sendak USNH

2009 Jen Biron and Katrina Boyajian UNH and USNH

2010 Pascha Gerni USNH

2011 Karen House and Melissa Laughner KSC

2012 Kerry Scala UNH

2012 Team Award to Web Time Entry All campuses and USNH

2014 Lorna Jacobsen and Cathryn Turrentine USNH and KSC

2015 Heidi Hedegard USNH

2016 Karen Benincasa USNH

Item I BKP Award

April 11, 2019

University System of New Hampshire 5 Chenell Drive, Suite 301 Concord, NH 03301

Dear XXX:

It is with pleasure that I present you with the 2019 Bradford K. Perry Award. This recognition, presented to deserving USNH business officers or individuals serving in a business-related role, has been awarded annually since 2001 to those who have made a significant contribution to the improvement of the system's financial operations and/or cooperative relations among the institutions and the system office. The Finance Executive Council unanimously supported your nomination as recipient this year.

Over the past year you have been instrumental in keeping the Banner upgrade on schedule and making the transition as smooth as possible. Your contributions to the project will result in more efficient and effective use of time and resources and improve the productivity of the USNH HR and Finance functions. The teamwork and collaboration across USNH institutions demonstrated in this project is in keeping with the spirit of the Bradford K. Perry Award. Your hard work and leadership in this critical project were key factors to its success.

In addition to the presentation of the award at the upcoming Financial Affairs Committee meeting, you will receive a $250 cash award in the next pay cycle.

Congratulations on this well-deserved recognition and thank you for your continued excellent service to the University System.

Sincerely,

Catherine A. Provencher Vice Chancellor for Financial Affairs and Treasurer

Draft

REPORT OF THE FINANCIAL AFFAIRS COMMITTEE January 17, 2019

The Financial Affairs Committee met at 1:00 p.m. on January 17, 2019 at Keene State College in Keene, NH. Present were Committee members Todd Black (Presiding), Kass Ardinger, Bob Baines, Morgan Rutman, Jamie Burnett and Alex Walker; Trustees John Small, Jacqueline Eastwood, Cathy Green, Shawn Jasper, Ken Moulton, Scott Mason, Frank Edelblut, Majorie Smith, Christian Merheb, Nadia Hasan; President Donald Birx, President James Dean, President Mark Rubinstein, President Melinda Treadwell and Chancellor Todd Leach. Representing the Governor’s Office was Rhonda Hensley.

A number of faculty, staff and students were also in attendance.

Trustee Black called the meeting to order at 1:00 p.m.

I. Approval of Minutes (Moved on recommendation of Trustee Baines and duly seconded)

VOTED, that the minutes of the October 25, 2018 meeting be approved.

(The Committee voted unanimously to approve this motion)

II Actual and projected financial results and budgeting

A. Performance dashboard

Vice Chancellor Provencher reviewed the financial dashboard indicating metrics were revised based on feedback received at the October meeting. She noted that the dashboard now shows a five years of actual results and a five year projection. A dashboard for facilities condition was added as requested which shows that relative to peers, USNH is in better shape.

In response to questions and comments, Matt Purcell, USNH Director of Capital Planning said that in April the annual report on facilities condition from Sightlines would be available and includes a look at the impact on facilities condition of various funding levels. He said peer institutions would be listed and explained that Sightlines does an analysis by campus.

Trustee Small said that USNH institutions are in relatively good shape because of their own investment in facilities and a significant investment by the State of NH during the KEEP appropriation years.

B. FY19 P1 projection

Item II. Minutes of Jan 17, 2019

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1. USNH Update

Vice Chancellor Provencher reviewed the updated FY19 budget projection (P1) compared to the approved budget. She said that Total Operating Margin decreased by ($7M) from 1.3% to 0.5%. She briefly discussed the reasons for the decreases indicating that it was driven by less revenues than expected. She said expenses were slightly better than budgeted. Vice Chancellor Provencher reviewed results by campus and campus presidents offered comments and answered questions about actions that will be taken to rectify shortfalls as much as possible. The Committee discussed the Granite Guarantee and each institution reported on the number of students benefiting from the program. The value of the program to the State of NH was recognized along with a desire to continue funding the program. The Committee discussed the thin operating margin, the need to focus on longer term strategic planning and find other revenue streams. Comments were made on state support, recruitment of international students, transfer students and retention. Trustee Black said that the UFR:Debt ratio improved with an increase of 3%, 54% to 57% He noted the limited available funds for capital expenditures and the competing priorities. There was a brief discussion on the UNH Biological Science project and the need to have a plan for scaling down the project if State funds are not appropriated in the amount and time needed to complete the whole project.

2. UNH Law and UNH Manchester status update

UNH provost Wayne Jones shared information that depicted a series of metrics for UNH Law over the years FY17-FY19. He said the Dean of the Law School has been successful in reducing expenses and UNH has received approval for two of the certificate programs that are underway to diversify and increase revenues. He also indicated that they are working on providing on-line delivery for certain programs/classes. In response to a question, he said the certificate programs attract a different type of student and are marketed nationwide. He does not anticipate that they will negatively impact the JD program. He said at this point in time, UNH Law’s projected loss is about $200k more than budgeted for FY19. Dr. Jones shared similar information for UNH Manchester noting that tuition revenue is up and 2018 saw a record size graduating class. He said the visa issues are causing some problems for UNH Manchester. He said efforts are being made to achieve cost savings and UNH Manchester is also about $200k lower than budget. The Committee asked questions on both presentations regarding retention, financial aid and marketing. There was a brief discussion on sustainability, and quality vs. affordability. The Committee reiterated its desire to receive reports on UNH Law and Manchester that extend beyond conversation. A request was made for a three year plan for UNH-Law and a suggestion was made to have both Deans present to the Board of Trustees in April. A discussion of the Franklin Pierce name with respect to UNH Law and an update on the UNH Manchester building were requested as specific points to include. Trustee Eastman encouraged trustees to visit UNH

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Law, saying she was very impressed when she visited.

C. FY20 Budget

1. Update of State Operating Budget Request

Chancellor Leach said that the state operating budget request was submitted consistent with the guidelines approved by the Board and a presentation was made on November 16th at the public hearing. He said that the Governor has been supportive of the one-time strategic dollars requested and will likely recommend flat funding for the ongoing operating support. Vice Chancellor Provencher directed the Committee to a link for the USNH website which has the request as submitted and testimony presentation.

2. Approve FY20 Assumptions and Parameters

VOTED, that FY20 budget planning assumptions and parameters asoutlined on the attached be approved for use in developing the FY20budget.


Vice Chancellor Provencher said that Updated financial projections for the System for FY19 through FY23 were presented and discussed at the BOT retreat in September 2018 and the assumptions and parameters were reconfirmed at the October 2018 Financial Affairs Committee. She reviewed the assumptions and parameters pointing out one change to the fringe rate from 39.5% to 40.5%. In response to a question, she said that enrollment assumptions are developed by the campuses and not through assumptions made by trustees.

Trustee Black asked if the presidents had any comments or concerns with the assumptions and parameters. President Birx said while it is good to set parameters, campuses continue to struggle with meeting the operating margin and the Board needs to consider whether it is realistic and have discussions on marketplace strategy.

Trustee Rutman said the margin is difficult to make and in the last few cycles has been met through expense mitigation and there needs to focus on revenues. Trustee Small said that the retreat in September is a good time for strategy discussions. Other trustees echoed the desire to continue working to monitor expenses but have more robust discussions on long term strategy.

3. Approve FY20 Resident and Nonresident Tuition

VOTED, on recommendation of the Campus Presidents, that the followingmotion be presented for consideration of the Board of Trustees.

MOVED, on recommendation of the Financial Affairs Committee that,effective for academic year 2019-20, the FY20 tuition rates as presented onthe attached schedule be adopted as the maximum amounts authorized(The Committee voted unanimously to approve this motion)

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Vice Chancellor Provencher reviewed proposed tuition increases for both resident and non-resident students by campus.

Trustee Black said that by keeping resident tuition at 2.5%, USNH is growing at a rate lower than competitors and noted the importance of maintaining access and affordability.

4. Approve FY20 Housing, Dining and Mandatory fees

VOTED on recommendation of the Financial Affairs Committee that,effective for fall semester 2019, mandatory student fees be adopted inamounts 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 maximumper the attached schedule.


Vice Chancellor Provencher explained that each campus has a process for fee development that involves students. President Treadwell explained a change in what KSC is using for a representative meal plan.

5. Approve change in purpose of Benefits Cost Containment Quasi Endowment (HBCC)

VOTED, on recommendation of the Chancellor, that the name and purpose ofHealth Benefits Cost Containment quasi-endowment fund be changed to theRetiree Health and Rate Stabilization quasi-endowment with payoutdesignated to fund retiree health claims; AND FURTHER, beginning inFY19, an amount be liquidated on an annual basis if needed, to fund anyshortfall after payout is applied to retiree health claims and to cover anyunanticipated year-end deficit for retiree health in active employees support.


Vice Chancellor Provencher provided background on the HBCC quasi-endowment saying it was established in 2008 with $13 million from fringe benefit reserves to provide a self-funded stop loss program for large claims and to fund strategic investments that would reduce the cost of medical insurance escalation. She said the fund has not been utilized since it was established and all earnings, including the administrative fee have been reinvested, resulting in a $19 million balance.

She said the 39.5% fringe rate charged in FY19 is not adequate to fund projected fringe benefits costs in FY19, and USNH expects that it will fully deplete the remaining operating fringe pool fund balance as of June 30, 2019. She said this is a short term solution, and that the fringe rate charged as a percentage of active employee salaries has historically been enough to fund medical costs for both active employees and retirees. Because of higher than normal claims this was not the case in FY18 and is not expected to be the case in the future. She said the shortfall

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in FY19 is expected to be approximately $5 million. Management will work with its benefit consultant, Strategic Benefit Advisors (SBA) to make changes to benefit plans but it will take a couple of years to see the results. She said USNH has reserves and a stop loss policy that has been reviewed by SBA and is adequate. She said SBA recommends that USNH continue to purchase stop-loss insurance on an annual basis rather than self-insure large claims. Renaming and repurposing the HBCC to support annual fluctuation of medical claim costs and experience is in keeping with the intent and for a purpose consistent with the original source of funds.

6. Approve FY20 Proposal for Endowment Payout

MOVED, on recommendation of the Investment Committee, that payout from the USNH endowment pool to support the purposes specified by the respective donors be approved for fiscal year 2020 at 4.0% of the trailing twelve quarter average market value per unit as of December 31, 2018, and that the administrative fee payout be not more than 1% of the trailing twelve quarter average market value per unit as of December 31, 2018, with both components to be paid regardless of the current market value of individual endowment funds as allowed under the Uniform Prudent Management of Institutional Funds Act (UPMIFA) which was adopted by USNH in 2009. (The Committee voted unanimously to approve this motion)

Vice Chancellor Provencher Management said the Investment Committee recommends endowment spending guidelines to the Financial Affairs Committee each year for the amounts to be allocated for “purpose” and “administrative fees.” Management is recommending, and the Investment Committee approved earlier today, that the FY20 payout to purpose and the payout for administrative fee be set at 4.0% and 1% of the average market value per unit for the twelve quarters ended December 31, 2018, respectively. She said this proposed action is consistent with last year’s payout for purpose and the change related to the administrative fee is consistent with peers as well as the UNH Foundation payout. If approved, USNH will revise the Investment Guidelines to clarify that payout for administrative fee is based on the 12 Quarter moving average rather than the market value as of December 31.

III. Capital Items

A. Update of State Capital Budget Request

Chancellor Leach said the capital budget request USNH submitted has the support of the Governor and asks for $10 million for UNH and $2 million for PSU.

B. Update on Ongoing Capital Projects

Vice President Clement provided an update on the UNH water treatment facility.

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Mr. Purcell provide an update on projects at PSU and KSC noting that the Cohen Center will be opening in about a month. He said the PE Center had some major structural issues with the existing building but a meeting is set for Saturday with the fire marshal and is expected to be open on Tuesday when students return.

President Treadwell invited trustees for a tour on the Cohen Center after the Board meeting.

IV. Ongoing Systemwide Initiatives

A. Strategic Procurement

Vice Chancellor Provencher said the new e-procurement tool, UShopNH will provide better data and change the procurement culture across the system and that USNH should begin to see a shift away from the level of p-card and direct pay purchases and move toward more contract and PO procurement methods.

B. Enterprise Resource Planning (ERP)

Vice Chancellor Provencher reported on the status of the ERP project and informed the Committee that Banner 9 went live on October 23. She said work continues on business process improvement.

V. Other Business

A. Chair or Committee comments

Trustee Jasper said he would like a presentation on the cost and value of the sports programs across the system. He also expressed concern about timely notice to trustees about a proposed UNH project in Durham. Trustee Small and President Dean provided an explanation and said more information will be coming to trustee in the next few months.

At the request of Trustee Green, campus presidents described what actions they were taking to lessen the impact on students or employees impacted by the federal government shutdown.

B. The Committee adjourned at 3:45 pm

C. Next meeting date is April 25, 2019 at UNH

KEENE STATE COLLEGE

Sustainability and Vitality Plan 2018 - 2021

March 29, 2019

We are Keene State

We will be defined by our:

Community

Our students, faculty, and staff.

Our sense of place, where the lives of students are transformed.

Our welcoming, walkable residential campus, where students feel at home.

Our partnerships and relationship with the city of Keene.

Commitment

To diversity, equity and inclusion in all forms.

To our students and their authentic selves.

To one another.

To the public good through service and engagement.

Transformative Experiences

Integrated academic experiences, grounded in the liberal arts, with opportunities equal to

those of top tier colleges in the Northeast.

Co-curricular experiences and opportunities for engagement that create connections, and

prepare our graduates to be leaders.

Our promise to students: You will…

Belong.

Be challenged.

Be invited to engage.

Be prepared for a future of change and personal opportunity.

Our Mission

Keene State College prepares promising students to think critically and creatively, to engage in

active citizenship, and to pursue meaningful work. As the public liberal arts college of New

Hampshire, we offer an enriching campus community and achieve academic excellence through

the integration of teaching, learning, scholarship, and service.

Keene State values provide a strong foundation and framework for the strategic plan:

Excellence in teaching, learning, and scholarship

Educational challenge and support for a wide range of learners

Commitment to learning and cultural enrichment

Diversity, civility, and respect

Social justice and equity in our community and curriculum

Civic engagement and service to the community

ITEM III A. KSC dashboard

Introduction:

The Keene State College (KSC) community developed a wide-reaching strategic plan in 2015. Given

fiscal challenges and transitions in campus leadership, this plan was not fully realized. In August

2017, Interim President Treadwell began evaluating the campus planning documents and conducting

assessment and campus listening sessions. During academic year 2017-2018 the KSC community also

began a self-study in preparation for an upcoming regional accreditation visit by the Northeast

Commission of Higher Education (NECHE). In July 2018, with a full Cabinet leadership team in

place, Interim President Treadwell proposed, and refined with the Cabinet, a focused Bridge Strategic

Plan that would provide a limited set of necessary goals and priority investments for 2018-2021.

Listening and feedback sessions on this proposal were completed in fall 2018. Presented here is the

2018-2021 Keene State College Sustainability and Vitality Plan. The expectation is that this plan will

provide a foundation to “bridge” the campus strategic momentum through 2021. Upon completion of

the NECHE self-study in December 2019, the community will begin a comprehensive, longer

trajectory strategic planning process to carry the campus forward 2021-2026.

The higher education landscape is changing dramatically. Keene State College has accomplished a

monumental adjustment in the last twenty months. An operational structural gap has been closed,

enrollment has begun to stabilize, and the community is engaged in actively rethinking our work as

an increasingly student-centered organization. There is much work ahead, but Keene State College is

well positioned to succeed and to continue to effectively live our mission and deliver our promise as

the public liberal arts college of the University System of New Hampshire. Although ambitious, the

three goals of the Sustainability and Vitality plan are achievable and essential as KSC establishes a

necessary future positioning.

The goals and specific action agenda for the campus follow. These action agendas provide specific

priorities for the community for the next three years. We will identify leadership roles and will engage

collaborators across the campus to ensure our collective success. As shared in campus meetings, this

plan will advance some elements from both our Academic and Co-Curricular Plan and our Industry

and Opportunity Plan (known as PACE). Where a specific tactic is drawn from these earlier plans, we

have noted that.

Goal 1: Improve recruitment, retention and achievement of students, faculty & staff

Priority 1 - Create a comprehensive enrollment strategy for all student sectors.

Priority 2 - Attract and retain diverse and talented faculty & staff for a student-centered experience.

Priority 3 - Deliver a robust and relevant academic and student life experience.

Goal 2: Improve fiscal planning and stewardship

Priority 1 - Diversify, capture and develop new revenue streams & optimize current revenue streams.

Priority 2 - Hire/train properly credentialed personnel & establish infrastructure, processes and tools to meet

ongoing needs.

Priority 3 - Implement new budget/fiscal stewardship and priority-setting to meet the future state of higher

education.

Goal 3: Rethink our work as a student-centered organization

Priority 1 – Review all position descriptions—all positions to reflect market, compression, and parity.

Priority 2 - Redesign our work for efficiency and relevancy, addressing our academic, business and student

support structures and offerings.

TAC

TIC

S:TA

CTI

CS:

TAC

TIC

S:TA

CTI

CS:

TAC

TIC

S:

GOAL 3: RETHINK OUR WORK AS A STUDENT-CENTERED ORGANIZATION

PRIORITY 1: Review all position descriptions—all positions to reflect market, compression, and parity. (12/3/18-12/3/20)

Assess priority areas and positions. Employees and supervisors update position descriptions. HR will review and complete internal equity assessments.

PRIORITY 2: Redesign our work for efficiency and relevancy, addressing our academic, business and student support structures and

offerings. (3/18/19-6/30/21)

TAC

TIC

S: Reorganize 4 campus units: Events and Conferencing; Business Operations; Administrative Support Professionals; Grants/Contracts and Accounting.

Develop and implement a plan for future state of conference services.

Contract with energy saving company and develop project plan for first 2-year period. Determine appropriate financing vehicles (integrated with AASCHE goals).

PRIORITY 2: Attract and retain diverse and talented faculty and staff for a student-centered experience.

Update and clarify search processes. Bring to best practices.

PRIORITY 3: Deliver a robust and relevant academic student life experience.

Identify tech solutions/services for enrollment and student support, integrate into system IT roadmap. Identify single student support tool with expectation that all

faculty and student-facing staff will use it. (PACE )

GOAL 2: IMPROVE FISCAL PLANNING & STEWARDSHIP

PRIORITY 1: Diversify, capture and develop new revenue streams and optimize current revenue streams.

TAC

TIC

S: Launch new events and conferencing services to increase visibility and revenue.

Pilot summer institute for K-12 teachers working on complexities of diversity as a foundation for the 3 year plan.

PRIORITY 2: Hire/train properly credentialed personnel & establish infrastructure and processes/tools to meet ongoing needs.

PRIORITY 3: Implement new budget/fiscal stewardship and priority-setting to meet future state of higher education.

Develop a plan to update key business-related policies with associated training, as needed.

YEAR 1 - 2019

GOAL 1: IMPROVE RECRUITMENT, RETENTION & ACHIEVEMENT OF STUDENTS, FACULTY & STAFF

PRIORITY 1: Create a comprehensive institutional enrollment strategy for all student sectors.

TAC

TIC

S:

Develop Strategic Enrollment Plan that outlines opportunities, priorities, and revenue projections for all enrollment sectors.

Define the KSC student demographic.

Align financial aid packaging to secure and retain the KSC student demographic.

Develop creative, discounted tuition approaches to increase enrollment from high schools just across state lines by 50%.

UNIVERSITY SYSTEM OF NEW HAMPSHIRE

BOARD OF TRUSTEES

Financial Affairs Committee

Information Item

For Meeting: April 25, 2019

UNIVERSITY OF NEW HAMPSHIRE, PLYMOUTH STATE UNIVERSITY, KEENE STATE COLLEGE

To: Financial Affairs Committee

Re: Fall 2019 Paid Deposits – April Admissions Summary

SUPPORTING MATERIALS

Changes in paid deposit counts are summarized below. Additional detail attached.

SUMMARY

The table below describes the change in paid deposits at the same point in the fall admissions cycle of the prior

year (on or about April 2). It is important to note that admissions cycles are still open.

% # % # % #

UNH 2019 290 2.1% 6 357 3.2% 11 738 0.0% 0

2018 284 10.5% 27 346 5.8% 19 738 18.5% 115

PSU 2019 202 8.0% 15 184 -14.0% -30 413 -5.9% -26

2018 187 -21.8% -52 214 -23.8% -67 439 -21.6% -121

KSC 2019 139 3.0% 4 160 -16.2% -31 320 -8.6% -30

2018 135 -0.7% -1 191 -12.8% -28 350 -9.1% -35

Total 2019 631 4.1% 25 701 -6.7% -50 1,471 -3.7% -56

2018 606 -4.1% -26 751 -9.2% -76 1,527 -2.6% -41

Resident Freshmen Nonresident Freshmen Freshmen + Transfers

Deposits

Change from PY

Deposits

Change from PY

Deposits

Change from PY

Note: A mid-April update will be provided closer to the April 25 meeting date.

SUBMITTED BY: USNH System Office/hgh

Item III.B. Admissions

with percent change

FRESHMEN 2019 Change 2018 Change 2017 2019 Change 2018 Change 2017 2019 Change 2018 Change 2017

APPLY 4,572 -2.4% 4,685 -1.9% 4,774 15,041 -1.7% 15,298 1.3% 15,102 19,613 -1.9% 19,983 0.5% 19,876

ADMIT 3,410 -4.8% 3,582 -1.9% 3,650 11,579 -0.7% 11,666 3.3% 11,288 14,989 -1.7% 15,248 2.1% 14,938

PAID DEP 290 2.1% 284 10.5% 257 357 3.2% 346 5.8% 327 647 2.7% 630 7.9% 584

APPLY 2,420 16.2% 2,083 6.7% 1,953 5,368 24.3% 4,320 -4.5% 4,523 7,788 21.6% 6,403 -1.1% 6,476

ADMIT 2,096 22.3% 1,714 6.5% 1,609 4,379 32.1% 3,314 -2.0% 3,380 6,475 28.8% 5,028 0.8% 4,989

PAID DEP 202 8.0% 187 -21.8% 239 184 -14.0% 214 -23.8% 281 386 -3.7% 401 -22.9% 520

APPLY 1,755 6.0% 1,655 -0.9% 1,670 3,083 -2.2% 3,152 -16.8% 3,787 4,838 0.6% 4,807 -11.9% 5,457

ADMIT 1,510 21.5% 1,243 0.9% 1,232 2,692 5.6% 2,550 -14.1% 2,967 4,202 10.8% 3,793 -9.7% 4,199

PAID DEP 139 3.0% 135 -0.7% 136 160 -16.2% 191 -12.8% 219 299 -8.3% 326 -8.2% 355

APPLY 8,747 3.8% 8,423 0.3% 8,397 23,492 3.2% 22,770 -2.7% 23,412 32,239 3.4% 31,193 -1.9% 31,809

ADMIT 7,016 7.3% 6,539 0.7% 6,491 18,650 6.4% 17,530 -0.6% 17,635 25,666 6.6% 24,069 -0.2% 24,126

PAID DEP 631 4.1% 606 -4.1% 632 701 -6.7% 751 -9.2% 827 1,332 -1.8% 1,357 -7.0% 1,459

TRANSFERSAPPLY 510 -2.1% 521 -9.1% 573 493 -21.7% 630 21.6% 518 1,003 -12.9% 1,151 5.5% 1,091

ADMIT 149 20.2% 124 -24.4% 164 132 -21.0% 167 60.6% 104 281 -3.4% 291 8.6% 268

PAID DEP 37 -2.6% 38 35.7% 28 54 -22.9% 70 536.4% 11 91 -15.7% 108 176.9% 39

APPLY 157 -19.5% 195 -7.1% 210 145 -22.9% 188 -11.3% 212 302 -21.1% 383 -9.2% 422

ADMIT 78 -16.1% 93 6.9% 87 59 0.0% 59 -18.1% 72 137 -9.9% 152 -4.4% 159

PAID DEP 22 -35.3% 34 17.2% 29 5 25.0% 4 -63.6% 11 27 -28.9% 38 -5.0% 40

APPLY 90 -29.1% 127 -13.6% 147 105 -10.3% 117 -4.1% 122 195 -20.1% 244 -9.3% 269

ADMIT 47 -16.1% 56 -17.6% 68 40 -9.1% 44 4.8% 42 87 -13.0% 100 -9.1% 110

PAID DEP 10 -44.4% 18 -14.3% 21 11 83.3% 6 -33.3% 9 21 -12.5% 24 -20.0% 30

APPLY 757 -10.2% 843 -9.4% 930 743 -20.5% 935 9.7% 852 1,500 -15.6% 1,778 -0.2% 1,782

ADMIT 274 0.4% 273 -14.4% 319 231 -14.4% 270 23.9% 218 505 -7.0% 543 1.1% 537

PAID DEP 69 -23.3% 90 15.4% 78 70 -12.5% 80 158.1% 31 139 -18.2% 170 56.0% 109

READMITSAPPLY 17 17 32 6 14 21 23 31 53

ADMIT 12 14 15 6 9 14 18 23 29

PAID DEP 12 14 15 6 9 14 18 23 29

APPLY 15 20 25 8 12 9 23 32 34

ADMIT 10 14 18 5 5 5 15 19 23

PAID DEP 10 14 18 5 5 5 15 19 23

APPLY 9 6 10 3 4 7 12 10 17

ADMIT 9 4 7 3 3 3 12 7 10

PAID DEP 5 2 5 1 2 2 6 4 7

APPLY 41 43 67 17 30 37 58 73 104

ADMIT 31 32 40 14 17 22 45 49 62

PAID DEP 27 30 38 12 16 21 39 46 59

TOTALSAPPLY 5,099 -2.4% 5,223 -2.9% 5,379 15,540 -2.5% 15,942 1.9% 15,641 20,639 -2.5% 21,165 0.7% 21,020

ADMIT 3,571 -4.0% 3,720 -2.8% 3,829 11,717 -1.1% 11,842 3.8% 11,406 15,288 -1.8% 15,562 2.1% 15,235

PAID DEP 339 0.9% 336 12.0% 300 417 -1.9% 425 20.7% 352 756 -0.7% 761 16.7% 652

APPLY 2,592 12.8% 2,298 5.0% 2,188 5,521 22.1% 4,520 -4.7% 4,744 8,113 19.0% 6,818 -1.6% 6,932

ADMIT 2,184 19.9% 1,821 6.2% 1,714 4,443 31.5% 3,378 -2.3% 3,457 6,627 27.5% 5,199 0.5% 5,171

PAID DEP 234 -0.4% 235 -17.8% 286 194 -13.0% 223 -24.9% 297 428 -6.6% 458 -21.4% 583

APPLY 1,854 3.7% 1,788 -2.1% 1,827 3,191 -2.5% 3,273 -16.4% 3,916 5,045 -0.3% 5,061 -11.9% 5,743

ADMIT 1,566 20.2% 1,303 -0.3% 1,307 2,735 5.3% 2,597 -13.8% 3,012 4,301 10.3% 3,900 -9.7% 4,319

PAID DEP 154 -0.6% 155 -4.3% 162 172 -13.6% 199 -13.5% 230 326 -7.9% 354 -9.7% 392

APPLY 9,545 2.5% 9,309 -0.9% 9,394 24,252 2.2% 23,735 -2.3% 24,301 33,797 2.3% 33,044 -1.9% 33,695

ADMIT 7,321 7.0% 6,844 -0.1% 6,850 18,895 6.1% 17,817 -0.3% 17,875 26,216 6.3% 24,661 -0.3% 24,725

PAID DEP 727 0.1% 726 -2.9% 748 783 -7.6% 847 -3.6% 879 1,510 -4.0% 1,573 -3.3% 1,627

USNH/hgh 04/05/2019

Consolidated Undergraduate Admissions Summary

USNH Residential Institutions

Fall 2019 — April 2*

RESIDENT NONRESIDENT TOTAL

PSU

KSC

TOTAL

UNH

PSU

UNH

PSU

KSC

TOTAL

UNH

UNH

PSU

KSC

TOTAL

KSC

TOTAL

All institutions report newly entering degree‐seeking undergrads (2‐ / 4‐year). Nonresident includes US citizen, permanent resident, and nonresident alien (international).

*Source: Campus R+30 Admissions Reports, UNH (Durham) 04/02/19, 04/02/18, 04/02/17 | PSU 04/02/19, 04/02/18, 04/03/17 | KSC 04/01/19, 04/02/18, 04/03/17

Transfers may be reported as freshman at UNH depending on incoming number of credits and prior matriculation status. UNH data do not include Navitas students.

Applications reflect total received ‐‐ not necessarily total reviewed with admission decision, admit rate is valid at R30. All campuses report active paid deposit counts.

with headcount change

FRESHMEN 2019 Change 2018 Change 2017 2019 Change 2018 Change 2017 2019 Change 2018 Change 2017

APPLY 4,572 (113) 4,685 (89) 4,774 15,041 (257) 15,298 196 15,102 19,613 (370) 19,983 107 19,876

ADMIT 3,410 (172) 3,582 (68) 3,650 11,579 (87) 11,666 378 11,288 14,989 (259) 15,248 310 14,938

PAID DEP 290 6 284 27 257 357 11 346 19 327 647 17 630 46 584

APPLY 2,420 337 2,083 130 1,953 5,368 1,048 4,320 (203) 4,523 7,788 1,385 6,403 (73) 6,476

ADMIT 2,096 382 1,714 105 1,609 4,379 1,065 3,314 (66) 3,380 6,475 1,447 5,028 39 4,989

PAID DEP 202 15 187 (52) 239 184 (30) 214 (67) 281 386 (15) 401 (119) 520

APPLY 1,755 100 1,655 (15) 1,670 3,083 (69) 3,152 (635) 3,787 4,838 31 4,807 (650) 5,457

ADMIT 1,510 267 1,243 11 1,232 2,692 142 2,550 (417) 2,967 4,202 409 3,793 (406) 4,199

PAID DEP 139 4 135 (1) 136 160 (31) 191 (28) 219 299 (27) 326 (29) 355

APPLY 8,747 324 8,423 26 8,397 23,492 722 22,770 (642) 23,412 32,239 1,046 31,193 (616) 31,809

ADMIT 7,016 477 6,539 48 6,491 18,650 1,120 17,530 (105) 17,635 25,666 1,597 24,069 (57) 24,126

PAID DEP 631 25 606 (26) 632 701 (50) 751 (76) 827 1,332 (25) 1,357 (102) 1,459

TRANSFERSAPPLY 510 (11) 521 (52) 573 493 (137) 630 112 518 1,003 (148) 1,151 60 1,091

ADMIT 149 25 124 (40) 164 132 (35) 167 63 104 281 (10) 291 23 268

PAID DEP 37 (1) 38 10 28 54 (16) 70 59 11 91 (17) 108 69 39

APPLY 157 (38) 195 (15) 210 145 (43) 188 (24) 212 302 (81) 383 (39) 422

ADMIT 78 (15) 93 6 87 59 0 59 (13) 72 137 (15) 152 (7) 159

PAID DEP 22 (12) 34 5 29 5 1 4 (7) 11 27 (11) 38 (2) 40

APPLY 90 (37) 127 (20) 147 105 (12) 117 (5) 122 195 (49) 244 (25) 269

ADMIT 47 (9) 56 (12) 68 40 (4) 44 2 42 87 (13) 100 (10) 110

PAID DEP 10 (8) 18 (3) 21 11 5 6 (3) 9 21 (3) 24 (6) 30

APPLY 757 (86) 843 (87) 930 743 (192) 935 83 852 1,500 (278) 1,778 (4) 1,782

ADMIT 274 1 273 (46) 319 231 (39) 270 52 218 505 (38) 543 6 537

PAID DEP 69 (21) 90 12 78 70 (10) 80 49 31 139 (31) 170 61 109

READMITSAPPLY 17 0 17 (15) 32 6 (8) 14 (7) 21 23 (8) 31 (22) 53

ADMIT 12 (2) 14 (1) 15 6 (3) 9 (5) 14 18 (5) 23 (6) 29

PAID DEP 12 (2) 14 (1) 15 6 (3) 9 (5) 14 18 (5) 23 (6) 29

APPLY 15 (5) 20 (5) 25 8 (4) 12 3 9 23 (9) 32 (2) 34

ADMIT 10 (4) 14 (4) 18 5 0 5 0 5 15 (4) 19 (4) 23

PAID DEP 10 (4) 14 (4) 18 5 0 5 0 5 15 (4) 19 (4) 23

APPLY 9 3 6 (4) 10 3 (1) 4 (3) 7 12 2 10 (7) 17

ADMIT 9 5 4 (3) 7 3 0 3 0 3 12 5 7 (3) 10

PAID DEP 5 3 2 (3) 5 1 (1) 2 0 2 6 2 4 (3) 7

APPLY 41 (2) 43 (24) 67 17 (13) 30 (7) 37 58 (15) 73 (31) 104

ADMIT 31 (1) 32 (8) 40 14 (3) 17 (5) 22 45 (4) 49 (13) 62

PAID DEP 27 (3) 30 (8) 38 12 (4) 16 (5) 21 39 (7) 46 (13) 59

TOTALSAPPLY 5,099 (124) 5,223 (156) 5,379 15,540 (402) 15,942 301 15,641 20,639 (526) 21,165 145 21,020

ADMIT 3,571 (149) 3,720 (109) 3,829 11,717 (125) 11,842 436 11,406 15,288 (274) 15,562 327 15,235

PAID DEP 339 3 336 36 300 417 (8) 425 73 352 756 (5) 761 109 652

APPLY 2,592 294 2,298 110 2,188 5,521 1,001 4,520 (224) 4,744 8,113 1,295 6,818 (114) 6,932

ADMIT 2,184 363 1,821 107 1,714 4,443 1,065 3,378 (79) 3,457 6,627 1,428 5,199 28 5,171

PAID DEP 234 (1) 235 (51) 286 194 (29) 223 (74) 297 428 (30) 458 (125) 583

APPLY 1,854 66 1,788 (39) 1,827 3,191 (82) 3,273 (643) 3,916 5,045 (16) 5,061 (682) 5,743

ADMIT 1,566 263 1,303 (4) 1,307 2,735 138 2,597 (415) 3,012 4,301 401 3,900 (419) 4,319

PAID DEP 154 (1) 155 (7) 162 172 (27) 199 (31) 230 326 (28) 354 (38) 392

APPLY 9,545 236 9,309 (85) 9,394 24,252 517 23,735 (566) 24,301 33,797 753 33,044 (651) 33,695

ADMIT 7,321 477 6,844 (6) 6,850 18,895 1,078 17,817 (58) 17,875 26,216 1,555 24,661 (64) 24,725

PAID DEP 727 1 726 (22) 748 783 (64) 847 (32) 879 1,510 (63) 1,573 (54) 1,627

USNH/hgh 04/05/2019

Consolidated Undergraduate Admissions Summary

USNH Residential Institutions

Fall 2019 — April 2*

RESIDENT NONRESIDENT TOTAL

UNH

PSU

KSC

TOTAL

UNH

PSU

KSC

TOTAL

UNH

PSU

KSC

TOTAL

All institutions report newly entering degree‐seeking undergrads (2‐ / 4‐year). Nonresident includes US citizen, permanent resident, and nonresident alien (international).

UNH

PSU

KSC

TOTAL

Applications reflect total received ‐‐ not necessarily total reviewed with admission decision, admit rate is valid at R30. All campuses report active paid deposit counts.

Transfers may be reported as freshman at UNH depending on incoming number of credits and prior matriculation status. UNH data do not include Navitas students.

*Source: Campus R+30 Admissions Reports, UNH (Durham) 04/02/19, 04/02/18, 04/02/17 | PSU 04/02/19, 04/02/18, 04/03/17 | KSC 04/01/19, 04/02/18, 04/03/17

Keene State College Fiscal and Enrollment Performance

April 25, 2019

ITEM III C. P2

Context for our current state:• What we have accomplished to date:

• We have increasing energy, improving morale and positive student and alumni experiences with Keene State College (as demonstrated by increased engagement and increased financial support to the institution in FY19).

• We have closed a $14m structural gap FY18 – FY19.• We self funded a Voluntary Separation Plan (VSP) in FY18 and have maintained a $4.5m

salary and wage reduction FY18 - FY19.• We have invested in limited staffing backfill for critical staff positions in FY19 (increased

expenses over budget by $600K).• FY19 required a $5m expense reduction over FY18 (close $2.4m approved

shortfall plus negotiated payroll increases). • In June 2018, we reduced financial aid expenses in proposed FY19 budget by $1m. • Reduction based on past student enrollment and aid acceptance by student demographic

group to bring FY19 to balance.

The good news and the challenges that we still have…

• We have experienced exceptional student yield (+4.2%) for Fall 2019 first-year class.• We have met FY19 budgeted UG headcount (+22 undergraduates over budget).• We have exceeded goals (+6%) for 3.0 GPA and above for Fall 2019 first year class.

• First-year class discount rate decreased by 6.9%.• First-year class net tuition revenue increased for all students with GPA above 2.5.• We did not meet goal (-5%) for 2.99 GPA and below for Fall 2019 first-year class.

Our Continuing Challenges:• Current enrollment strategy focuses on first time, first-year students. Not a four year model.• Aid packaging focus on merit awards. Little to no need based awards.• Retention trending across student mix adversely affecting revenue projections.• Higher than anticipated yield and student demographic mix adversely affecting FY19 performance.

Keene State College has lost approximately 28% enrollment during the highest point of this period through FY 2019. It has been a significant challenge to amend the structure to address that drop in enrollment and the subsequent drop in revenue. (Revenues and expenses are for ongoing operations only.)

0

1000

2000

3000

4000

5000

6000

50.0

60.0

70.0

80.0

90.0

100.0

110.0

120.0

130.0

FY14 FY15 FY16 FY17 FY18 FY19

Keene State - Overview of Operating Revenues and Expenses compared to Enrollment by Headcount from FY 2014 -FY 2019

Total Operating Revenues Total Operating Expenses Headcount

45,000,000

50,000,000

55,000,000

60,000,000

65,000,000

70,000,000

2014 2015 2016 2017 2018 2019

Keene State College - Salaries/Benefits from FY 2014 to FY 2019

ACTUAL

BUDGET

x June 2017 Board approved budget $63.8m

This chart focuses on the total expenses for employee compensation from FY 2014 through FY 2019 as projected. The difference in actual expenditures from FY 2018 to FY 2019 is expected to be a reduction of approximately $4.5m, although this level represents a slight variance over budget of $.6m.

How our P1 projections changed to our P2:P1 anticipated shortfall: 498,627

Perkins true up to federal liability - one time only 653,171 Additional revenue shortfalls - CE 152,481

Additional shortfall in other revenues 87,669 Other expense savings (32,538)But the significant issue:

Financial Aid awarding 910,594 Anticipated shortfall at P2: 2,270,004

RNL 11/27/2018

What we knew at P1 about our incoming class awards: this RNL slide shows that we could anticipate an increase in average net tuition revenue as well as a decrease in the average institutional aid. Therefore, we

did not “buy the class”.

RNL 11/27/2018

We also knew that our first-year and transfer students yield had exceeded anticipation.

11/27/2018We also knew that we were discounting at a rate that is below average in our region.

11/27/2018This is the data from RNL related to the retention rate for First-year students only.

But what we had not anticipated was that our retention rates for those students entering with the lowest HS GPA and, therefore, lowest institutional awards were not being retained at the level of the IPEDs retention reports. Added to that is the finding that students in the two highest HS GPA levels and institutional aid levels were being retained at a higher percentage than IPEDs rates indicated. The budget historically has not been developed at that level of granularity.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

FR SM JR SR

14.9% 20.3% 16.1% 21.9%

29.1%29.4% 33.7%

34.4%

34.2%31.0% 34.2%

32.1%

21.8% 19.4% 16.0% 11.6%

Keene State College - Composition of Net Tuition Revenue by Academic Level by Class for FY 2019

HS GPA 3.5 & Above HS GPA 3.0 to 3.499 HS GPA 2.5 to 2.999 HS GPA 2.499 & below

• While our P2 projection shows a loss of $2.3m for FY19, we expect to improve this position by $500 – 750K toclose fiscal year.

• We are adjusting multi-year plan for KSC.

• We have changed to budget modeling for FY20 and beyond to predict revenue across student population.

• We have launched a three-year Sustainability and Vitality Plan with an action agenda.

• We are conducting comprehensive retention analyses and integrating strategic tactics to improve 2nd, 3rd,and 4th year performance.

• We are changing aid awarding to hold the positive progress for > 3.0 GPA, while attracting and retaining >2.5 – 2.99 GPA demographic.

• We are significantly underway with our overall campus redesign and reorganization with the goal ofincreasing efficiency and containing costs.

Course correction and our continued work:

Presentation and Fund Grouping Notes

• ‘All (Total) Funds’ activity is broken out into the following fund group:– Gift Funds (Restricted non-capital gifts/restricted endowment payout)– Grant Funds (Restricted and generally reimbursement grants)– All Funds Excluding Gifts and Grants - which includes primarily

Unrestricted funds as outlined below:• General and Education Funds (Unrestricted)• Auxiliary Funds (Unrestricted)• Plant Funds (primarily Unrestricted)• Internally Designated Funds (Unrestricted including unrestricted

gifts/unrestricted endowment payout)• Other very small unrestricted and/or restricted fund types

• Financial Aid % of Total All Funds Gross Tuition Revenue presents abreakdown of the student financial aid by major funding sources.

– Please note that the ‘Financial Aid % of Total All Funds Gross TuitionRevenue’ is not the same as the ‘Discount Rate %’

ITEM III C P2

FY19 P2 ProjectionConsolidated Operating Margin by Fund Group

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

Resident tuition. $164.4 $165.3 $173.1 $167.9 $166.4 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 Nonresident tuition. 288.7 299.7 304.1 307.2 307.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Continuing education tuition. 21.1 20.7 21.7 20.6 19.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Student fees revenue. 26.9 28.1 29.0 28.6 28.7 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Gross Tuition Revenue & Fees. 501.1 513.8 527.9 524.2 521.5 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Less: student financial aid. (130.5) (141.6) (148.7) (151.7) (150.0) (9.2) (11.7) (12.7) (10.9) (12.1) (31.9) (34.1) (33.6) (33.7) (34.0)Financial Aid % of Total All Funds Gross Tuition Revenue & Fees. 26.0% 27.6% 28.2% 28.9% 28.8% 1.8% 2.3% 2.4% 2.1% 2.3% 6.4% 6.6% 6.4% 6.4% 6.5% Net Tuition & Fees. 370.6 372.2 379.2 372.5 371.5 (9.2) (11.7) (12.7) (10.9) (12.1) (31.9) (34.1) (33.6) (33.7) (34.0) State of New Hampshire general appropriations. 81.0 81.0 81.0 81.0 81.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Sales of auxiliary services. 215.6 214.8 218.9 216.3 214.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Grants, Contracts and Other Operating Revenue. 64.4 65.4 65.5 65.3 66.5 26.2 28.1 28.4 27.3 27.4 126.5 133.5 137.2 136.6 136.8

Grants & contracts - direct. 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 101.0 105.7 110.4 109.6 110.0Grants & contracts - F&A recovery. 20.1 21.2 21.6 21.3 21.6 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Federal Pell grants. 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 24.6 26.4 25.8 26.1 25.9Operating investment income. 3.1 1.6 2.4 2.3 2.3 0.1 0.1 0.0 0.0 (0.0) 0.0 0.0 0.0 0.0 0.0Noncapital gifts. 1.0 1.7 0.9 1.0 0.8 10.4 12.4 11.0 10.0 10.0 0.0 0.0 0.0 0.0 0.0Endowment income used in operations. 13.1 13.8 14.5 17.0 18.2 13.7 14.2 15.6 15.6 15.6 0.0 0.0 0.0 0.0 0.0Other operating revenue. 26.9 26.8 25.8 23.5 23.3 2.0 1.5 1.7 1.7 1.8 0.8 1.3 1.0 1.0 1.0Other 0.2 0.3 0.2 0.2 0.2 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

Total Operating Revenues. 731.6 733.4 744.6 735.0 733.3 17.0 16.4 15.7 16.4 15.3 94.6 99.4 103.6 102.9 102.8

Salaries and wages. 340.2 346.9 346.8 344.7 343.7 4.8 5.7 4.0 5.1 5.7 49.8 51.6 54.4 54.5 53.0 Employee Benefits (excluding GASB 75) 113.0 120.2 123.5 123.8 123.8 1.2 1.5 1.2 1.3 1.5 11.7 12.3 13.6 13.2 13.1 OPEB - Unfunded Fringe Benefits (GASB 75) 0.0 (5.7) (5.7) (5.6) (5.6) Employee Compensation . 453.2 461.5 464.7 462.9 461.9 6.0 7.3 5.3 6.4 7.1 61.4 63.9 67.9 67.6 66.1 Supplies and Services . 171.6 167.7 165.4 166.6 165.9 6.1 7.2 8.7 7.7 7.3 32.1 33.4 35.6 34.0 34.5 Strategic Allocations. 0.0 0.0 0.0 (0.0) 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Utilities. 17.9 19.0 18.8 19.2 19.0 0.0 0.0 0.3 0.3 0.3 0.0 0.0 0.0 0.0 0.0 Depreciation, Plant & Equipment Investment. 62.9 65.1 68.8 68.3 68.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Interest and Other Operating Expense. 19.5 18.3 17.2 17.3 17.2 0.0 0.2 0.2 0.2 0.2 0.0 0.0 0.0 0.0 0.0

Interest expense, net. 19.5 18.4 17.4 17.4 17.4 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0Postretirement medical actuarial expense. 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0All Other. 0.0 (0.2) (0.2) (0.1) (0.2) 0.0 0.2 0.2 0.2 0.2 0.0 0.0 0.0 0.0 0.0

Total Operating Expenses. 725.2 731.6 734.9 734.2 732.4 12.2 14.6 14.5 14.5 14.9 93.6 97.4 103.5 101.7 100.7

Net Operating Income or (Loss) (Operating Margin). 6.4 1.8 9.8 0.8 0.9 4.8 1.8 1.3 1.9 0.4 1.0 2.0 0.1 1.2 2.1 Operating Margin % Including Strategic Investments 0.9% 0.2% 1.3% 0.1% 0.1% 28.4% 10.9% 8.1% 11.6% 2.6% 1.1% 2.0% 0.1% 1.2% 2.0%

All Funds Excl Gifts and Grants Non-UFR (G- Gift Funds Only) Non-UFR (P- Grant Funds Only)

FY17-FY19 Updated ProjectionConsolidated Operating Margin by Fund Group

2

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

Gross Tuition Revenue & Fees 501.2 513.9 527.9 524.2 521.5 501.1 513.8 527.9 524.2 521.5 Less: student financial aid (171.6) (187.5) (195.0) (196.3) (196.1) (130.5) (141.6) (148.7) (151.7) (150.0)

Financial Aid % of Total All Funds Gross Tuition Revenue & Fees 34.2% 36.5% 36.9% 37.5% 37.6% 26.0% 27.6% 28.2% 28.9% 28.8% Net Tuition & Fees 329.6 326.4 332.9 327.9 325.4 370.6 372.2 379.2 372.5 371.5

Other Operating Revenue 513.6 522.8 531.1 526.5 526.0 361.0 361.2 365.4 362.6 361.8 Total Operating Revenues 843.2 849.2 864.0 854.4 851.4 731.6 733.4 744.6 735.0 733.3

Employee Compensation 520.7 532.7 537.9 536.9 535.2 453.2 461.5 464.7 462.9 461.9Other Operating Expense 310.3 310.9 315.0 313.6 312.8 272.0 270.1 270.2 271.4 270.5 Total Operating Expenses 831.0 843.6 852.9 850.5 848.0 725.2 731.6 734.9 734.2 732.4

Net Operating Income or (Loss) (Operating Margin) 12.2 5.6 11.1 3.9 3.4 6.4 1.8 9.8 0.8 0.9 Operating Margin % Including Strategic Investments 1.5% 0.7% 1.3% 0.5% 0.4% 0.9% 0.2% 1.3% 0.1% 0.1%

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection


Financial Aid % of Total All Funds Gross Tuition Revenue & Fees 1.8% 2.3% 2.4% 2.1% 2.3% 6.4% 6.6% 6.4% 6.4% 6.5% Net Tuition & Fees (9.2) (11.7) (12.7) (10.9) (12.1) (31.9) (34.1) (33.6) (33.7) (34.0)




All Funds.

Non-UFR (G-Gift Funds Only) Non-UFR (P-Grant Funds Only)

All Funds Excl Gifts and Grants

University of New HampshireUpdated FY19 P2 Projection by Fund Group

Note may not add due to rounding

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection






FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection






All Funds. All Funds Excl Gifts and Grants


Plymouth State UniversityUpdated FY19 P2 Projection by Fund Group


FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection





Net Operating Income or (Loss) (Operating Margin) 3.9 1.0 (3.0) (1.9) (1.9) 3.6 0.9 (3.2) (1.9) (1.8) Operating Margin % Including Strategic Investments 3.8% 1.0% -2.9% -1.9% -1.8% 3.6% 0.9% -3.1% -1.9% -1.8%

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection





Net Operating Income or (Loss) (Operating Margin) 0.3 0.0 0.2 (0.0) (0.1) (0.0) 0.1 (0.0) (0.0) (0.0) Operating Margin % Including Strategic Investments 39.3% 4.6% 31.8% -0.3% -8.0% -1.1% 4.1% -1.1% -0.6% -1.0%



Keene State CollegeUpdated FY19 P2 Projection by Fund Group


FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection





Net Operating Income or (Loss) (Operating Margin) (2.4) (4.5) 0.7 (0.5) (2.3) (2.5) (4.6) 0.8 (0.6) (2.2) Operating Margin % Including Strategic Investments -2.2% -4.5% 0.7% -0.5% -2.4% -2.4% -4.8% 0.9% -0.7% -2.4%

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection





Net Operating Income or (Loss) (Operating Margin) 0.3 0.3 (0.1) 0.1 0.1 (0.2) (0.2) (0.1) 0.0 (0.1) Operating Margin % Including Strategic Investments 29.7% 24.3% -7.3% 12.7% 8.0% -8.8% -6.4% -2.8% 0.3% -4.8%



Granite State CollegeUpdated FY19 P2 Projection by Fund Group


FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection






FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection





Net Operating Income or (Loss) (Operating Margin) 0.0 0.0 0.0 0.0 0.0 (0.4) (0.5) (0.5) (0.5) (0.5) Operating Margin % Including Strategic Investments 13.1% 6.9% 8.6% 8.6% 8.4% -118.3% -102.3% -32.0% -32.0% -43.7%

Non-UFR (P-Grant Funds Only)


Non-UFR (G-Gift Funds Only)

System OfficeUpdated FY19 P2 Projection


FY19 P2 Projection-

Total System Office

Chancellor's Office OEC Fringe Pool LRTP All Other

Resident tuition. $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 Nonresident tuition. 0.0 0.0 0.0 0.0 0.0 0.0 Continuing education tuition. 0.0 0.0 0.0 0.0 0.0 0.0 Student fees revenue. 0.0 0.0 0.0 0.0 0.0 0.0Gross Tuition Revenue & Fees. 0.0 0.0 0.0 0.0 0.0 0.0

Less: student financial aid. 0.0 0.0 0.0 0.0 0.0 0.0Financial Aid % of Total All Funds Gross Tuition Revenue & Fees. 0.0% 0.0% 0.0% 0.0% 0.0% Net Tuition & Fees. 0.0 0.0 0.0 0.0 0.0 0.0 State of New Hampshire general appropriations. 0.0 0.0 0.0 0.0 0.0 0.0 Sales of auxiliary services. 0.0 0.0 0.0 0.0 0.0 0.0 Grants, Contracts and Other Operating Revenue. 5.3 0.0 0.1 0.0 0.0 5.2

Grants & contracts - direct. 0.0 0.0 0.0 0.0 0.0 0.0Grants & contracts - F&A recovery. 0.0 0.0 0.0 0.0 0.0 0.0Federal Pell grants. 0.0 0.0 0.0 0.0 0.0 0.0Operating investment income. (7.6) 0.0 0.0 0.0 0.0 (7.6)Noncapital gifts. 0.0 0.0 0.0 0.0 0.0 0.0Endowment income used in operations. 12.5 0.0 0.0 0.0 0.0 12.5Other operating revenue. 0.1 0.0 0.1 0.0 0.0 0.0Other 0.2 0.0 0.0 0.0 0.0 0.2

Total Operating Revenues. 5.3 0.0 0.1 0.0 0.0 5.2

Salaries and wages. 8.0 7.1 0.1 0.2 0.5 0.0 Employee Benefits (excluding GASB 75) 8.2 2.7 0.1 5.2 0.2 0.0 Unfunded Fringe Benefits (GASB 75) (0.1) 0.0 0.0 0.0 0.0 (0.1) Employee Compensation . 16.2 9.8 0.2 5.4 0.7 (0.0) Supplies and Services . 7.7 2.6 0.2 0.2 4.1 0.6 Strategic Allocations. 0.4 0.0 (0.3) 0.0 0.0 0.7 Utilities. 0.1 0.1 0.0 0.0 0.0 0.0 Depreciation, Plant & Equipment Investment. 0.3 0.0 0.0 0.0 0.0 0.3 Interest and Other Operating Expense. (9.9) (12.5) 0.0 0.0 0.0 2.6

Interest expense, net. 2.6 0.0 0.0 0.0 0.0 2.6Postretirement medical actuarial expense. 0.0 0.0 0.0 0.0 0.0 0.0All Other. (12.5) (12.5) 0.0 0.0 0.0 0.0

Total Operating Expenses. 14.8 (0.0) 0.1 5.6 4.8 4.3

Net Operating Income or (Loss) (Operating Margin). (9.5) 0.0 0.0 (5.6) (4.8) 0.9 Operating Margin % Including Strategic Investments -180.2% 100.0% 0.0% 0.0% 0.0%

Net Non-Operating Income or (Loss). 1.8 (0.2) 1.2 0.9 3.2 (3.2)

Total Increase(Decrease) in Net Position ($7.7) ($0.2) $1.2 ($4.7) ($1.5) ($2.3)

25

13

14

151617

1819202122232425262728293031323334353637394041

43454647484950515253545556575859606162636465666768697071757677787980

A D E F H I N

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection

Resident tuition. $164.4 $165.3 $173.1 $167.9 $166.4 Nonresident tuition. 288.7 299.7 304.1 307.2 307.1 Continuing education tuition. 21.1 20.7 21.7 20.6 19.3 Student fees revenue. 26.9 28.1 29.1 28.6 28.7Gross Tuition Revenue & Fees. 501.2 513.9 527.9 524.2 521.5

Less: student financial aid. (171.6) (187.5) (195.0) (196.3) (196.1)Financial Aid % of Total All Funds Gross Tuition Revenue & Fees. 34.2% 36.5% 36.9% 37.5% 37.6% Net Tuition & Fees. 329.6 326.4 332.9 327.9 325.4 State of New Hampshire general appropriations. 81.0 81.0 81.0 81.0 81.0 Sales of auxiliary services. 215.6 214.8 218.9 216.3 214.4 Grants, Contracts and Other Operating Revenue. 217.1 227.0 231.1 229.3 230.7

Grants & contracts - direct. 101.0 105.7 110.4 109.6 110.0Grants & contracts - F&A recovery. 20.1 21.2 21.6 21.3 21.6Federal Pell grants. 24.6 26.4 25.8 26.1 25.9Operating investment income. 3.1 1.7 2.4 2.3 2.3Noncapital gifts. 11.4 14.1 12.0 11.0 10.8Endowment income used in operations. 26.8 28.0 30.2 32.6 33.8Other operating revenue. 29.8 29.6 28.5 26.1 26.1Other 0.2 0.3 0.2 0.2 0.2

Total Operating Revenues. 843.2 849.2 864.0 854.4 851.4

Salaries and wages. 394.9 404.3 405.2 404.3 402.4 Employee Benefits (excluding GASB 75) 125.8 134.1 138.3 138.2 138.4 OPEB - Unfunded Fringe Benefits (GASB 75) 0.0 (5.7) (5.7) (5.6) (5.6) Employee Compensation . 520.7 532.7 537.9 536.9 535.2 Supplies and Services . 209.9 208.3 209.6 208.3 207.7 Strategic Allocations. (0.0) (0.0) 0.0 (0.0) 0.0 Utilities. 17.9 19.1 19.1 19.4 19.3 Depreciation, Plant & Equipment Investment. 62.9 65.1 68.8 68.3 68.3 Interest and Other Operating Expense. 19.5 18.4 17.4 17.6 17.5

Interest expense, net. 19.5 18.4 17.4 17.4 17.4Postretirement medical actuarial expense. 0.0 0.0 0.0 0.0 0.0All Other. (0.0) (0.0) 0.0 0.1 0.0

Total Operating Expenses. 831.0 843.6 852.9 850.5 848.0

Net Operating Income or (Loss) (Operating Margin). 12.2 5.6 11.1 3.9 3.4 Operating Margin % Including Strategic Investments 1.5% 0.7% 1.3% 0.5% 0.4%

Less: One-time Asset Write-offs with O/M Impact (KSC) 0.0 2.1 0.0 0.0 0.0

Net Operating Income or (Loss) (Operating Margin) - Included in Total USNH 12.2 7.7 11.1 3.9 3.4 Operating Margin % Including Strategic Investments - Included in Total USNH 1.5% 0.9% 1.3% 0.5% 0.4%

Add Back Strategic Investment Expense 0.0 0.0 3.7 2.7 2.6

Net Operating Income or (Loss) - Excluding Strategic Investments/Non-Recurring 12.2 7.7 14.8 6.5 6.0 Operating Margin % - Excluding Strategic Investments/Non-Recurring 1.5% 0.9% 1.7% 0.8% 0.7%

Net Non-Operating Income or (Loss). 81.1 50.3 32.7 29.8 32.3

Total Increase(Decrease) in Net Position $93.4 $58.0 $43.8 $33.7 $35.7

UFR to Debt 66% 62% 54% 57% 59%

All Funds.

University System of New HampshireFY17 - FY19

($ in millions)

13

14

151617

18192021222324252627282930313233343536373940414243454647484950515253545556575859606162636465666768697071757677787980

BM B BP BQ BR BT BU B

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection




Total Operating Revenues 607.1 625.2 641.0 629.9 626.9

Salaries and wages. 286.0 296.1 298.7 297.0 295.8 Employee Benefits (excluding GASB 75) 90.9 96.7 97.5 97.1 97.0 OPEB - Unfunded Fringe Benefits (GASB 75) 0.0 0.0 (4.0) (4.0) (4.0) Employee Compensation . 376.9 392.8 392.2 390.1 388.7 Supplies and Services . 147.1 147.9 151.5 150.7 148.9 Strategic Allocations. (3.2) (0.2) (0.2) (0.2) (0.2) Utilities. 8.8 9.5 9.5 9.4 8.9 Depreciation, Plant & Equipment Investment. 45.2 47.2 50.3 50.2 50.2 Interest and Other Operating Expense. 16.5 15.0 14.6 14.6 14.6

Interest expense, net. 10.0 8.0 7.4 7.4 7.4Postretirement medical actuarial expense. 0.0 0.0 0.0 0.0 0.0All Other. 6.5 6.9 7.2 7.2 7.2



Less: One-time Asset Write-offs with O/M Impact (KSC)






UFR to Debt 37% 25% 45% 26% 27%

All Funds.

University of New HampshireFY17 - FY19

($ in millions)

13

14

151617

18192021222324252627282930313233343536373940414243454647484950515253545556575859606162636465666768697071757677787980

DY EB EC ED EF EG E

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection








Net Operating Income or (Loss) (Operating Margin). 3.9 1.0 (3.0) (1.9) (1.9) Operating Margin % Including Strategic Investments 3.8% 1.0% -2.9% -1.9% -1.8%


Net Operating Income or (Loss) (Operating Margin) - Included in Total USNH 3.9 1.0 (3.0) (1.9) (1.9) Operating Margin % Including Strategic Investments - Included in Total USNH 3.8% 1.0% -2.9% -1.9% -1.8%




Total Increase(Decrease) in Net Position $9.6 $6.4 ($1.4) ($1.3) ($0.5)

UFR to Debt 20% 9% -6% -9% -3%

All Funds.

Plymouth State UniversityFY17 - FY19

($ in millions)

13

14

151617

1819202122232425262728293031323334353637394041

43454647484950515253545556575859606162636465666768697071757677787980

GK G GN GO GP GR GS G

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection








Net Operating Income or (Loss) (Operating Margin). (2.4) (4.5) 0.7 (0.5) (2.3) Operating Margin % Including Strategic Investments -2.2% -4.5% 0.7% -0.5% -2.4%

Less: One-time Asset Write-offs with O/M Impact (KSC) 2.1

Net Operating Income or (Loss) (Operating Margin) - Included in Total USNH (2.4) (2.4) 0.7 (0.5) (2.3) Operating Margin % Including Strategic Investments - Included in Total USNH -2.2% -2.4% 0.7% -0.5% -2.4%


Net Operating Income or (Loss) - Excluding Strategic Investments/Non-Recurring (2.4) (2.4) 0.7 (0.5) (2.3) Operating Margin % - Excluding Strategic Investments/Non-Recurring -2.2% -2.4% 0.7% -0.5% -2.4%


Total Increase(Decrease) in Net Position $1.9 ($0.4) $2.6 $1.4 ($0.9)

UFR to Debt 28% 26% 24% 24% 23%

All Funds.

Keene State CollegeFY17 - FY19

($ in millions)

13

14

151617

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43454647484950515253545556575859606162636465666768697071757677787980

IX IZ JA JB JC JE JF J

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection















UFR to Debt n/a n/a n/a n/a n/a

All Funds.

Granite State CollegeFY17 - FY19

($ in millions)

13

14

151617

1819202122232425262728293031323334353637394041

43454647484950515253545556575859606162636465666768697071757677787980

LK L LN LO LP LR LS L

FY17 Actual

FY18 Actual

FY19 Budget

FY19 P1 Projection

FY19 P2 Projection


Less: student financial aid. (0.0) (0.0) 0.0 0.0 0.0Financial Aid % of Total All Funds Gross Tuition Revenue & Fees. 0.0% 0.0% 0.0% 0.0% 0.0% Net Tuition & Fees. (0.0) (0.0) 0.0 0.0 0.0 State of New Hampshire general appropriations. 0.0 0.0 0.0 0.0 0.0 Sales of auxiliary services. 0.0 0.0 0.0 0.0 0.0 Grants, Contracts and Other Operating Revenue. 5.0 0.6 1.6 4.1 5.3

Grants & contracts - direct. 0.0 0.0 0.0 0.0 0.0Grants & contracts - F&A recovery. 0.0 0.0 0.0 0.0 0.0Federal Pell grants. 0.0 0.0 0.0 0.0 0.0Operating investment income. (3.3) (7.9) (7.5) (7.6) (7.6)Noncapital gifts. 0.0 0.0 0.0 0.0 0.0Endowment income used in operations. 8.0 8.0 8.7 11.3 12.5Other operating revenue. 0.1 0.2 0.1 0.1 0.1Other 0.2 0.3 0.2 0.2 0.2


Salaries and wages. 7.2 7.8 8.4 7.9 8.0 Employee Benefits (excluding GASB 75) 2.4 4.2 5.8 7.8 8.2 OPEB - Unfunded Fringe Benefits (GASB 75) 0.0 (5.7) (0.1) (0.1) (0.1) Employee Compensation . 9.6 6.4 14.1 15.6 16.2 Supplies and Services . 5.6 6.9 7.3 7.4 7.7 Strategic Allocations. 6.5 1.5 0.4 0.4 0.4 Utilities. 0.1 0.1 0.1 0.1 0.1 Depreciation, Plant & Equipment Investment. 0.3 0.3 0.3 0.3 0.3 Interest and Other Operating Expense. (10.1) (9.5) (9.9) (9.9) (9.9)

Interest expense, net. 1.3 2.7 2.6 2.6 2.6Postretirement medical actuarial expense. 0.0 0.0 0.0 0.0 0.0All Other. (11.5) (12.2) (12.5) (12.5) (12.5)


Net Operating Income or (Loss) (Operating Margin). (6.9) (5.0) (10.7) (9.9) (9.5) Operating Margin % Including Strategic Investments -137.7% -895.6% -674.3% -242.3% -180.2%


Net Operating Income or (Loss) (Operating Margin) - Included in Total USNH (6.9) (5.0) (10.7) (9.9) (9.5) Operating Margin % Including Strategic Investments - Included in Total USNH -137.7% -895.6% -674.3% -242.3% -180.2%


Net Operating Income or (Loss) - Excluding Strategic Investments/Non-Recurring (6.9) (5.0) (10.7) (9.9) (9.5) Operating Margin % - Excluding Strategic Investments/Non-Recurring -137.7% -895.6% -674.3% -242.3% -180.2%


Total Increase(Decrease) in Net Position $22.6 $12.5 ($3.0) ($6.8) ($7.7)

UFR to Debt n/a n/a n/a n/a n/a

All Funds.

System OfficeFY17 - FY19

UNIVERSITY SYSTEM OF NEW HAMPSHIRE BOARD OF TRUSTEES

Financial Affairs Committee Information Items

Supporting Materials Summary Sheet

University System of New Hampshire

To: Financial Affairs Committee Re: Capital Projects Update – For Information Only, No Action Required

SUPPORTING MATERIALS (attached) – SUMMARY AND SALIENT INFORMATION

• UNH report on capital projects:o Water Treatment Planto Biological Sciences Initiative/Spaulding Hall Renovation & Expansiono UNH Manchester Bio-Manufacturing Innovation Center

• PSU report on capital projects:o PE Center Renovation HHE Cluster

• KSC report on capital projects:o Cohen Center for Holocaust & Genocide Studies Project

This report includes updates on previously approved projects. Current project activities include:

UNH Water Treatment Plant work includes: • Construction of Administration Building foundations and slab on grade,• Installation of ceiling and MEP systems in process area,• .General site work ongoing.

UNH Biological Sciences Initiative work includes: • Construction Document development and value engineering,• Development of bid documents for the early site and utility work,• Early release package for concrete and steel in process.

PSU PE Center Renovation HHE Cluster work includes: • Warranty and final closeout construction,• Commissioning and landscaping.

Mason Library Academic Project work includes: • Warranty and final closeout construction,• Landscaping and site work.

SUBMITTED BY: APPROVED BY:

Catherine A. Provencher Todd Leach Vice Chancellor Chancellor For Financial Affairs and Treasurer

Date Prepared: April 14, 2019 For the Meeting of: April 25, 2019

ITEM IV B Cap. Projets

Project: PE Center Renovations HHE Cluster Architect: Freeman French Freeman

BOT Approved Budget: $10,000,000 Contractor: Engelberth Construction Inc.

Project Manager: Matthew Purcell, PE, F.NSPE Schedule:Start of Planning April 2017

Master Plan: No BOT Program Approval: January 2017BOT Budget Approval: January 2017

Approved Funding Source: Design Complete: November 2017Reserves: $5,200,000 Start of Construction: January 2018Grants & Donations $0 Construction Complete: January 2019HEFA/State $3,000,000 Occupancy: January 2019R&R Budget $0Strategic Funding $1,800,000 % Construction Complete 100%Total Project: $10,000,000

% Design Complete 100%Spent to Date: $7,860,865

Construction Method:

Comments:

Construction Management at Risk

USNH Capital Project Status Report March 31, 2018

Plymouth State University

Project completed for occupancy January 2019. Currently resolving warranty and closout issues. Final commissioning and landscaping scheduled for Spring.


Project: Cohen Center for Holocaust & Genocide Studies Architect: Perry Dean Architects

BOT Approved Budget: $4,500,000 Contractor: Eckman Construction

BOT Approved Budget Increase: $5,500,000

Project Manager: Colin Burdick Schedule:Start of Planning October 2016

Master Plan: No BOT Program Approval: March 2017BOT Budget Approval: June 2017

Approved Funding Source: Design Complete: March 2018Reserves: $500,000 Start of Construction: May 2018Grants & Donations $5,000,000 Construction Complete February 2019HEFA/State $0 Occupancy: March 2019R&R Budget $0Other $0 % Construction Complete 100%Total Project: $5,500,000

% Design Complete 100%

Spent to Date: $4,479,458 Construction Delivery Method:

Comments:

Keene State College

Project was completed for occupancy in March 2019. Currently working on final closeout and warranty issues.

Construction Management at Risk


Project: UNH Water Treatment Plant Architect: Woodard & Curran

BOT Approved Budget: $20,000,000 Contractor: Waterline Industries

Project Manager: Mark Geuther Schedule:Start of Planning May 2013

Master Plan: Yes BOT Program Approval: January 2017BOT Budget Approval: January 2017

Approved Funding Source: Design Complete: May 2017Reserves: $19,000,000 Start of Construction: June 2017Grants & Donations $0 Construction Complete: August 2019HEFA/State $0SAARC/R&R $1,000,000Other $0 % Construction Complete 75%Total Project: $20,000,000

% Design Complete 98%Spent to Date: $12,566,980

Construction Method: Design/Build

Comments:

University of New Hampshire

Footings and foundations for the Administration Area ongoing; Ceiling in the Process Area complete. Smoke Partitions in the Trusses 90% complete; Site Work, Process Piping, Electrical, Plumbing and Mechanical ongoing; Slab on grade in administrative area on going; Mason remobilizing for finish block and brick; Main Electrical Room on going.


Project: Architect: Ellenzweig Associates, Inc.

Contractor: Skanska USA Building Inc.BOT Approved Budget*: $86,000,000

Schedule:Project Manager: Rich Rouleau Start of Planning October 2014

BOT Program Approval: June 2018Master Plan: Yes BOT Budget Approval: June 2018

Design Complete: July 2019Approved Funding Source: Start of Construction: June 2019

USNH Reserves: $30,000,000 Construction Phase 1 June 2021UNH Reserves $19,570,000 Construction Complete: January 2023HEFA/State $35,000,000SAARC/R&R $1,430,000 % Construction Complete 0%Other/Gifts/Grants $0Total Project: $86,000,000 % Design Complete 60%

Spent to Date: $2,926,578 Construction Method:

Comments:

Funding Note:


Authorization to proceed to CD's was provided to design team on April 5th. The team continues to work together to identify and enumerate VE items. Site and utility make-ready package has been bid. Work will commence immediately after spring commencement. Early release package for Phase 1 concrete and steel expected mid-June for bidding.

Biological Sciences - Spaulding Hall Expansion & Renovation

USNH BOT approved the full $86M funding pending State Appropriation approval. If the State does not provide $35M of Appropriation funding then the project scale to be reduced to available funding.

Construction Management At Risk


Project: Architect:

Contractor:BOT Approved Budget: $6,000,000

Schedule:Project Manager: Rich Rouleau Start of Planning February 2018

BOT Program Approval: October 2017Master Plan: No BOT Budget Approval: October 2017

Design Complete: November 2018Approved Funding Source: Construction Complete: August 2019

USNH Reserves: $5,200,000UNH Reserves $250,000HEFA/State $0SAARC/R&R $0 % Construction Complete 17%Other (Landlord Fitup) $550,000Total Project: $6,000,000 % Design Complete 100%

Spent to Date: $38,497 Construction Method:

Comments: MEP rough-in continues. Lab casework and fumehoods awarded to STEM Solutions. Furniture ordered through Office Interiors.

University of New HampshireUNH Manchester Bio-Manufact. Innovation Center

John Jordan Design

1850 Associates/ Milestone

Construction Management At Risk

1

Memorandum

To: Financial Affairs Committee

CC: Catherine Provencher

From: Matthew Purcell

Date: 4/17/2019

Re: USNH 5 Year Capital Plan

The University System of Hew Hampshire (USNH) currently manages 9.2 million square feet in 429 buildings at the six (6) primary campus locations, including UNH-Manchester and UNH-Law. The current replacement value of our physical assets is approximately $3.3 billion and there is approximately $850 million of required maintenance and repairs over the next 10 years, to maintain our current campus Facilities Condition Index (FCI).

USNH Physical Asset Summary

Number of

Buildings

Campus Square Feet

(SF)

Replacement Value1 (Millions of Dollars)

Current Facilities Condition Index2

(FCI)

Granite State College 2 57,909 $20.7 M 8.63%

Keene State College 73 1,564,654 $581.0 M 25.68%

Plymouth State University 62 1,631,904 $642.8 M 30.43%

University of New Hampshire 292 5,983,207 $2,100.9 M 20.60%

University System of New Hampshire 429 9,237,674 $3,345.4 M 24.51%

Note 1: In 2019 Dollars Note 2: FCI = Required Maintenance & Repair/Current Replacement Value

Each campus developed 5–Year Capital Plans for each institution recognizing the need to be worthy stewards of the physical assets. The primary objective is to protect the health, safety, welfare and programmatic mission of our academic community. The attached campus plans represents approximately $520M of required, strategic update, backlog and planned maintenance.

ITEM IV.C Six Year Capital Plan

April 17, 2019

2

Capital Spend Summary (millions of dollars)

TOTAL FY 19 FY 20 FY21 FY 22 FY 23

Keene State College

Total Capital Spend $69.7M $8.4M $6.9M $15.0M $25.4M $14.0M

Adjusted Depreciation Base $59.7M $13.6M $10.5M $15.1M $15.5M $14.0M

Capital Spend v Depreciation -$5.1M -$5.3M -$3.6M -$0.1M $3.9M $0.0M




Capital Spend v Depreciation $4.3M $5.7M $3.2M -$1.6M $1.6M -$4.6M



Adjusted Depreciation Base $396.7M $78.1M $86.6M $82.9M $80.8M 68.3M

Capital Spend v Depreciation -$2.8M -$1.0M -$0.3M -$0.6M -$0.3M -$0.6M

University System of New Hampshire



Capital Spend v Depreciation -$3.5M -$0.5M -$0.7M -$2.3M $5.2M -$5.2M

At the University of New Hampshire (UNH) the current priority continues to be the construction of the Biological Sciences Initiative (BSI), which addresses many of the existing maintenance and space utilization issues in Spaulding Conant and Kendall Halls. These were identified, in the FCA, as some of the highest maintenance needs on the UNH campus. The BSI project will eliminate approximately $30M of maintenance backlog. UNH is also managing numerous recurring investments in the maintenance backlog and strategic programs.

The Plymouth State University (PSU) 6-Year Capital Plan is making a significant investment into renovations in the PE Center ($4M) and Hyde Hall ($14.3M). The PE Center projects include a series of renovation projects that will address continuing deferred maintenance projects that include the HVAC system, electrical infrastructure and the building envelope. Hyde Hall is a highly utilized academic facility, which houses PSU’s mathematics, business administration, psychology, languages and linguistics programs. The proposed Hyde Hall project will create transformational open educational environments and is an integral component of PSU’s “Cluster Learning Model”. Currently, Hyde Hall has nearly $16M of maintenance backlog and the Capital Plan addresses a majority of this backlog.

Keene State College’s (KSC) 6-Year Capital Plan primarily focuses on the existing maintenance backlog. Elliot Hall, Joslin Hall and Carle Hall are three (3) of the most penurious buildings on campus. KSC’s plan allocates approximately $37M to planned maintenance projects in these facilities. The plan also includes the development of the Monadnock Business Hub, which will only move forward if the Governor’s budget is approved.

April 17, 2019

3

Granite State College (GSC) currently apportions approximately $200K annually to upgrades and planned maintenance to its existing building. Currently, there are several projects planned for replacing mechanical equipment and improving the building envelope over the next several years.

Capital Spend Summary

Over the next five (5) years the University System of New Hampshire is planning on spending approximately $520M on capital assets. The predominance of these dollars (81%) are focused on maintenance of the existing buildings and infrastructure. The expansion dollars at KSC are allocated to the Monadnock Business Hub (MBH) and the BSI project and infrastructure facilities at UNH. The KSC Capital Plan does not include the planned demolition of several facilities in an effort to “right size” the campus for the current student population.

All Values in Millions of DollarsUniversity of New Hampshire5 Year Capital Plan

April 2019 BOT Summary

FY19-FY23

Anticipated

Completion

Total Project

Budget

Projected

Costs FY23

Gifts &

Grants HEFA State

USNH

Funding

UNH

Reserves

BOT Approved Jun-18 Spaulding Hall Expansion and Renovation Dec-22 86.0 84.6 3.5 18.1 24.9 25.8 12.3 - - 20.0 30.0 34.6

BOT Approved Oct-17 UNH-M Biomanufacturing Innovation Center Dec-18 5.5 5.4 4.5 0.9 - - - 0.3 - - 5.2 -

BOT Approved Jan-17 Water Treatment Plant Aug-19 19.5 13.0 11.6 1.4 - - - - - - - 13.0

Subtotal Major Projects $5M> 111.0 103.0 19.6 20.4 24.9 25.8 12.3 .3 .0 20.0 35.2 47.6

- - - - -

Future Major Capital Projects Ongoing 48.0 48.0 9.0 8.0 10.0 10.0 11.0 - - - - 48.0

Philbrook Kitchen Upgrade Jun-20 3.2 3.2 - 3.2 - - - - - - - 3.2

Macfarlane Greenhouse Renovation Dec-20 2.5 2.5 0.8 1.7 - - - - - - - 2.5

Whittemore Center Ice/Floor/Seating Modifications Aug-20 3.9 3.9 - 1.9 1.9 - - - - - - 3.9

Whittemore Center Refrideration/HVAC System

UpgradesAug-20 3.5 3.5 - 1.8 1.8 - - - - - - 3.5

Telecom Floor Addition/1st Flr Consolidation Jun-20 2.5 2.5 0.3 2.2 - - - - - - - 2.5

Northwest Heat Plant Jun-19 3.0 2.1 2.1 - - - - - - - - 2.1

Subtotal Major Projects $2M> 66.6 65.7 12.2 18.8 13.7 10.0 11.0 - - - - 65.7

- - - - -

Summary Other Projects <$2M (Details on

Supplemental Schedule)9.4 9.4 9.4 - - - - 3.0 - - - 6.4

Subtotal Other Major Projects 9.4 9.4 9.4 - - - - 3.0 - - - 6.4

- - - - -

SAARC Ongoing 66.3 8.3 12.7 13.2 14.9 17.3 7.5 - - - 58.8

DMA Ongoing 30.8 6.1 6.1 6.2 6.2 6.2 - - - - 30.8

Campus Rec Ongoing 1.2 - 0.2 - 0.1 0.9 - - - - 1.2

Whittemore Center Ongoing 1.8 - 0.2 0.3 0.4 0.9 - - - - 1.8

Memorial Union Building Ongoing 2.6 0.8 0.4 0.9 0.2 0.4 - - - - 2.6

Campus Heat Distribution Ongoing 12.0 - 3.0 3.0 3.0 3.0 - - - - 12.0

IT Ongoing 14.8 2.5 4.3 2.9 2.4 2.7 - - - - 14.8

Dining Ongoing 10.6 1.9 2.1 4.2 2.3 0.2 - - - - 10.6

Housing Ongoing 19.8 3.2 5.8 3.6 3.6 3.6 - - - - 19.8

Transportation (Excludes Bus Purchases) Ongoing 2.1 0.2 0.7 0.4 0.4 0.4 0.5 - - - 1.6

Other OBA Ongoing 0.9 0.4 0.1 0.3 0.2 0.1 - - - - 0.9

UNHM Ongoing 0.4 0.1 0.1 0.1 0.1 0.1 - - - - 0.4

UNH Law Ongoing 0.8 0.2 0.2 0.2 0.2 0.2 - - - - 0.8

Academic Affairs/Student Affairs/Academic Technology Ongoing 4.2 0.8 0.8 0.8 0.8 0.8 - - - - 4.2

COLSA/AES Ongoing 1.0 - 0.3 0.3 0.3 0.3 - - - - 1.0

Subtotal Program Funds (Annual Recurring) 169.2 24.3 36.7 36.3 35.0 37.0 8.0 - - - 161.2

- - - - -

Transportation Buses Ongoing 5.8 2.1 1.4 - 2.3 - 3.1 - - - 2.7

Capital Equipment in Non-Plant Funds Ongoing 38.0 8.3 7.4 7.4 7.4 7.4 23.2 - - - 14.8

Subtotal Equipment 43.8 10.4 8.8 7.4 9.7 7.4 26.3 - - - 17.5

- - - - -

FAMIS Replacement Dec-20 1.5 1.5 - 1.5 - - - - - - - 1.5

Advancement CRM Nov-18 4.4 1.2 1.2 - - - - - - - - 1.2

Subtotal Software 5.9 2.7 1.2 1.5 - - - - - - - 2.7

393.8 77.1 86.3 82.3 80.5 67.7 37.5 - 20.0 35.2 301.1

Non-Capital Expenses for Capital Projects in Plant Funds

(Estimated Costs Not Eligible for Capitalization)(50.0) (10.0) (10.0) (10.0) (10.0) (10.0) (50.0)

343.9 67.1 76.3 72.3 70.5 57.7 37.5 - 20.0 35.2 251.1

259.2 50.2 51.2 52.6 52.9 52.3 - - - - 259.2

- - - - -

State Appropriations 20.0 - 10.0 - 10.0 - - - 20.0 - -

Gift/Grants Building Projects 13.1 4.5 2.2 1.5 3.4 1.5 13.1 - - - -

Gift/Grants Equipment 19.0 5.4 4.5 0.3 4.5 4.5 19.0 - - - -

USNH Funded 35.2 7.9 8.8 18.5 - - - - - 35.2 -

(2.5) (1.0) (0.3) (0.6) (0.3) (0.6)

Project Category Total

FY19 - FY 23 FY19 FY20 FY21 FY22 FY23

Expansion 49.0 3.8 20.3 24.9 - -

Deferred Maintenance 201.1 44.0 36.8 28.5 46.4 45.4

Renewal 35.1 5.5 7.6 10.0 5.1 6.9

Modernization 25.5 5.3 1.9 5.2 11.2 1.9

Infrastructure 36.8 6.9 9.4 6.3 8.1 6.1

347.5 65.5 76.0 74.9 70.8 60.3

Funded Capital Projects

UNH Capital Plan

FY 19 FY20 FY 21 FY 22

CUMULATIVE FUNDING SOURCE FY19-FY23

Funding Source:

Total Capital Spending (Under)/Over Depreciation Base

Depreciation Expense (Building & Equipment)

Major Projects $5M>

Other Major Projects $2M>

Other Major Projects <$2M

Program Funds (Annual Recurring)

Equipment:

Software:

Total Funded Project Costs

Total Capital Spending

All Values in Millions of DollarsUniversity of New Hampshire5 Year Capital Plan


UNH Capital Plan

Most Urgent

Most Urgent The Edge Research District $0M

Most Urgent $18-20MHEFA

Most Urgent $30-40MHEFA

Most Urgent Stillings Hall - Renovation - FY22 $5MHEFA/IFB

Most Urgent

Most Urgent $6MHEFA/IFB

Most Urgent $8MHEFA/IFB

Most Urgent $10M

Over Next 10 Yrs-Campus/State Funded Huddleston Hall Renovation $23-28M

Over Next 10 Yrs-Campus/State Funded Nesmith Hall Renovation $25-30M

Over Next 10 Yrs-Campus/State Funded $40-50M

Over Next 10 Yrs-Campus/State Funded Morrill Hall Renovation $13-16M

Over Next 10 Yrs-Campus/State Funded Public Safety Complex $20M

Over Next 10 Yrs-Campus/State Funded $15-18M

Over Next 10 Yrs-HEHFA Bond Funded $18-22MHEFA

Over Next 10 Yrs-Gift Funded With Possible Campus Match $7M


Potential Gift Fund Ski Complex $TBD

Over Next 10 Yrs-Gift Funded With Possible Campus Match $80-220M

Over Next 10 Yrs-Gift Funded With Possible Campus Match $5-15M

Over Next 10 Yrs-Gift Funded With Possible Campus Match New England Center Repurpose $10M


Over Next 10 Yrs-Gift Funded With Possible Campus Match Paul College Expansion $8-12M

Over Next 10 Yrs-Gift Funded With Possible Campus Match $10M+

Over Next 10 Yrs-Grant Funded With Possible Campus Match South Drive Extension $3.6M

Over Next 10 Yrs-Grant Funded With Possible Campus Match Flow Physics Facility improvements $4-6M

FY19-FY24

Anticipated

CompletionTotal Project

Budget

Projected

Costs FY23

Gifts &

Grants HEFA State USNH Funding UNH Reserves

Whittemore Center Dehumidification Aug-19 1.1 1.1 0.4 0.7 - - - - - - - 1.1

Gregg Hall Chiller Replacement Dec-18 1.1 1.1 1.1 - - - - - - - - 1.1

Rudman Lab Fume Hood Sep-19 1.1 1.0 1.0 - - - - - - - - 1.0

Soccer/Lacrosse Facility Phase 1 May-19 1.9 1.8 1.8 - - - - 1.7 - - - 0.1

Horton Hall Phase II Sep-18 1.8 1.4 1.4 - - - - - - - - 1.4

Outdoor Pool Aug-16 6.4 0.1 0.1 - - - - - - - - 0.1

Hamel Rec Jan-17 34.9 0.2 0.2 - - - - - - - - 0.2

Hamilton Smith Jul-17 36.7 0.2 0.2 - - - - 0.1 - - - 0.1

Athletics Stadium West Sep-16 25.6 0.0 0.0 - - - - 1.1 - - - (1.1)

PCAC Elevator/Bathroom Nov-17 3.5 0.2 0.2 - - - - - - - - 0.2

Career Services/Hood House Apr-18 3.3 0.1 0.1 - - - - - - - - 0.1

UNHM Mechanical Engineering Technology Lab Dec-17 .3 0.1 0.1 - - - - - - - - 0.1

CCOM Chase OE Project Aug-17 5.3 0.1 0.1 - - - - - - - - 0.1

Whittemore Center Fire Alarm/Lighting Dec-17 .9 0.0 0.0 - - - - - - - - 0.0

Chase High Bay Repairs & Upgrades Aug-17 .9 0.1 0.1 - - - - - - - - 0.1

Health Services Space Reorg Aug-18 .9 0.2 0.2 - - - - - - - - 0.2

MUB Ravine Walkway/Heating Aug-18 1.5 - - - - - - - - - - -

Conant Hall Interior Renovations Mar-18 1.7 0.2 0.2 - - - - - - - - 0.2

Mooradian Field Turf Replacement Aug-17 1.5 - - - - - - - - - - -

Advanced Manufacturing-121 Tech Dr Nov-17 .8 0.0 0.0 - - - - - - - - 0.0

121 Technology Drive Lease Fit-Out Jul-17 2.6 0.1 0.1 - - - - - - - - 0.1

Service Building Heat & Life Safety Aug-18 1.3 0.4 0.4 - - - - - - - - 0.4

Academic Way Utility Upgrades Sep-18 1.2 0.4 0.4 - - - - - - - - 0.4

Utility Dist-College Rd to Nesmith Dec-18 .8 0.5 0.5 - - - - - - - - 0.5

Subtotal Other Major Projects 137.2 9.4 8.7 0.7 - - - 3.0 - - - 6.5

Field House - Addition for Strength and

Conditioning Center relocation

Whittemore Center - Hockey Team Area

Renovation and Expansion

Supplemental Schedule-Other Projects <$2M

Health Services Expansion / Renovation

Hubbard Hall - Honors Program Relocation &

Expansion

Kingsbury Hall - new atrium for program

growth

Arts Village - multiple facilities for the

Museum of Art, Music, Theatre & Dance, Art

Location TBD - Welcome Center for

prospective students

Unfunded Priority ProjectsTotal Project

Budget

FY 19

$18-33M or

$9-17M

Campus/State

$30-40M

HEFA/Campus

CHHS Expansion - Hewitt Addition or P3 Lease

Space

Hetzel Hall Renovations or replacement

housing

Graduate/Family Housing Replacement - FY22

Memorial Union Building (MUB) Expansion /

Renovation - FY23

Holloway Commons Concepts and Upgrades -

FY 23

Philbrook Hall - Refresh and Upgrade - FY24

Child Study and Development Center (CSDC)

Replacement - $6M State Funded, $4M

funding unknown

Paul Creative Arts Center (PCAC) Renovation

Library Archive and Special Collections

Building

FY20 FY 21 FY 22

CUMULATIVE FUNDING SOURCE FY19-FY23


6 Year Capital Plan

All Values in Millions of Dollars


FY19-FY24

Anticipated

Completion

Total Project

Budget

Projected

Costs FY 24

Gifts &

Grants HEFA State

USNH

Funded

PSU

Reserves

Major Projects >$2M

BOT Approved 02/01/18 Geneva Smith Renovations Sep-19 $8.9M $4.2M $4.2M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

BOT Approved 010/20/17 PE Center/HHE Cluster Jan-19 $10.M $5.7M $5.7M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

BOT Approval Pending Turf Field with Lights ($2M Gifts) Aug-19 $4.4M $4.4M $0.5M $3.9M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Subtotal Major Projects $2M> $23.3M $14.3M $10.4M $3.9M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Other Major Projects >$250k

Future Hyde Hall Projects Aug-23 $17.0M $14.3M $.3M $1.M $4.M $7.5M $.5M $1.M $.M $.M $.M $.M $1.M

Belknap Renovation Sep-21 $5.0M $1.M $.3M $.7M $.M $.M $.M $.M $.M $.M $.M $.M $.M

PE Center Renovation Projects Ongoing $4.0M $4.5M $.M $.5M $2.M $1.M $.5M $.5M $.M $.M $.M $.M $.5M

Student Apts Steam Line Replacement Sep-20 $2.0M $2.M $.2M $1.8M $.M $.M $.M $.M $.M $.M $.M $.M $.M

D&M Creater Space (4th Floor) Sep-19 $1.9M $1.7M $.5M $1.2M $.M $.M $.M $.M $.M $.M $.M $.M $.M

D&M FAB Lab (1st Floor) Sep-18 $0.6M $.5M $.5M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

HUB Roof Sep-19 $0.5M $.5M $.1M $.4M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Speare Chiller Replacement Sep-18 $0.4M $.4M $.4M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Speare Roof Replacement Sep-18 $0.4M $.4M $.4M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Renovation of Chapel Sep-19 $0.4M $.5M $.1M $.4M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Highland Hall Windows Sep-21 $0.3M $.3M $.M $.3M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Speare Window Replacement Sep-21 $0.3M $.3M $.M $.3M $.M $.M $.M $.M $.M $.M $.M $.M $.M

CoGen plant Sep-20 $0.3M $.3M $.3M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Production Studio Dec-19 $0.3M $.3M $.M $.3M $.M $.M $.M $.M

Future Undefined Major Capital Projects $0.3M $4.5M $.M $.5M $.5M $.5M $1.5M $1.5M $.M $.M $.M $.M $1.5M

Subtotal Major Projects $250k> & <$2M $33.7M $31.5M $3.1M $7.4M $6.5M $9.M $2.5M $3.M $.M $.M $.M $.M $3.M

Minor Projects >$50k & <$250k

Auxiliary Projects Ongoing $3.0M $3.M $.M $.M $.M $1.M $1.M $1.M $.M $.M $.M $.M $1.M

Classroom Modernization Ongoing $2.0M $2.2M $.M $.2M $.5M $.5M $.5M $.5M $.M $.M $.M $.M $.5M

E&G Deferred Maintenance Ongoing $6.8M $6.8M $1.8M $1.3M $1.M $.7M $1.M $1.M $.M $.M $.M $.M $1.M

Subtotal Minor Projects >$50k & <$250k $11.8M $12.M $1.8M $1.5M $1.5M $2.2M $2.5M $2.5M $.M $.M $.M $.M $2.5M

Equipment

Minor Capital Equipment Ongoing $5.4M $5.4M $.9M $.9M $.9M $.9M $.9M $.9M $.M $.M $.M $.M $.9M

Subtotal Equipment $5.4M $5.4M $.9M $.9M $.9M $.9M $.9M $.9M $.M $.M $.M $.M $.9M

Total Funded Project Costs $74.2M $63.2M $16.2M $13.7M $8.9M $12.1M $5.9M $6.4M $.M $.M $.M $.M $6.4M

Less


(Estimated Costs not Eligible for Capitalization)$.M $.M

Total Capital Spending $63.2M $16.2M $13.7M $8.9M $12.1M $5.9M $6.4M

Depreciation Expense (Building & Equipment) $63.0M $10.5M $10.5M $10.5M $10.5M $10.5M $10.5M

Total Funding Sources $0.0M $0.0M $0.0M $0.0M $0.0M $0.0M

State Appropriations $2.M $0.0M $0.0M $0.0M $2.0M $0.0M $0.0M $.M

Gifts & Grants $4.M $0.5M $1.5M $0.0M $2.0M $0.0M $0.0M 0.0

HEFA $.M $0.0M $0.0M $0.0M $0.0M $0.0M $0.0M 0.0

USNH Funded $57.2M $15.7M $12.2M $8.9M $8.1M $5.9M $6.4M $.M $6.4M

Subtotal Funding Sources $63.2M $16.2M $13.7M $8.9M $12.1M $5.9M $6.4M $.M $.M $.M $.M $6.4M

Total System (IFB/Reserves) Capital Spend (Under)/Over Depreciation Base $.2M $5.7M $3.2M -$1.6M $1.6M -$4.6M -$4.1M

Project Category FY 19 FY 20 FY 21 FY 22 FY 23 FY 24

Expansion $.M $.M $.M $.M $.M $.M $.M

Deferred Maintenance $19.8M $9.9M $9.9M $7.4M $9.2M $4.5M $5.5M

Renewal $8.9M $1.7M $3.1M $.7M $2.M $.9M $.5M

Modernization $7.4M $4.4M $.7M $.5M $.9M $.5M $.4M

Infrastructure $.5M $.2M $.M $.3M $.M $.M $.M

$36.6M $16.2M $13.7M $8.9M $12.1M $5.9M $6.4M

FY24 Funding Sources

FY 21 FY 22 FY 23FY 20


FY 19

Keene State College

6 Year Capital Plan

All Values in Millions of Dollars

FY19-FY24

Projected

Costs FY23 FY24

Gifts &

Grants HEFA State ESCO

USNH

Funds

KSC

Reserve

Major Projects $2M>

BOT Approved Jan-18 Cohen Center Jan-19 $5.6M $4.8M $4.8M $0M $0M $0M $0M $0.0M $4.6M $.M $.M $.M $.2M

Monadnock Business Hub Aug-21 $9.2M $9.2M $0M $1.5M $7M $0.7M $0M $0.0M $.M $.M $7.5M $.M $1.7M

Joslin Hall Sep-23 $4.8M $4.8M $.M $.M $.2M $2.4M $2.2M $.M $.M $.M $.M $.M $4.8M

Elliot Hall Sep-22 $16.0M $15.8M $.M $1.M $3.5M $9.M $2.3M $.M $.M $.M $2.5M $.M $13.3M

Redfern Sep-26 $20.0M $8.5M $.M $.M $.M $.M $.5M $8.M $.M $.M $.M $.M $8.5M

Carle Sep-22 $16.0M $16.0M $.M $.M $1.M $10.M $5.M $.M $.M $16.M $.M $.M $.M

Morrison-Parker Hall Sep-25 $5.2M $0.5M $.M $.M $.M $.M $.5M $.5M $.M $.M $.M $.M $1.M

Subtotal Major Projects $76.8M $59.6M $4.8M $2.5M $11.7M $22.1M $10.5M $8.5M $4.6M $16.M $10.M $.M $29.5M

Other Major Projects <$2M

Turf Field Replacement Nov-19 $0.8M $0.8M $.M $.8M $.M $.M $.M $.M $.M $.M $.M $.M $.8M

Spaulding Gym Sep-24 $1.0M $1.0M $.5M $.5M $.M $.M $.M $.M $.M $.M $.M $.M $1.M

Subtotal Other Major Projects <$2M $1.8M $1.8M $.5M $1.3M $.M $.M $.M $.M $.M $.M $.M $.M $.8M

Program Funds (Annual Recurring)

E&G - Deferred Maintenance Ongoing $2.5M $2.5M $.5M $.5M $.5M $.5M $.5M $.5M $.M $.M $.M $.M $3.M

Deferred Maintenance - Res. Life Ongoing $6.9M $6.9M $1.3M $1.3M $1.4M $1.4M $1.5M $1.5M $.M $.M $.M $.M $8.4M

Deferred Maintenance - Auxiliary Ongoing $.8M $0.8M $.2M $.2M $.2M $.2M $.2M $.2M $.M $.M $.M $.M $1.M

Deferred Maintenance - Athletics Ongoing $.8M $0.8M $.1M $.2M $.2M $.2M $.3M $.3M $.M $.M $.M $.M $1.1M

Life Safety Projects Ongoing $1.4M $1.4M $.2M $.3M $.3M $.3M $.3M $.3M $.M $.M $.M $.M $1.7M

Campus Infrastructure Ongoing $2.5M $2.5M $.5M $.5M $.5M $.5M $.5M $.5M $.M $.M $.M $.M $3.M

Classroom Modernization Ongoing $1.3M $1.3M $.3M $.3M $.3M $.3M $.3M $.3M $.M $.M $.M $.M $1.6M

$16.2M $16.2M $3.1M $3.1M $3.3M $3.3M $3.5M $3.5M $.M $.M $.M $.M $19.7M

Equipment

Minor Capital Equipment $.M $0.0M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Subtotal Equipment $.M $0.0M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M $.M

Total Funded Project Costs $94.8M $77.6M $8.4M $6.9M $15.M $25.4M $14.M $12.M $4.6M $16.M $10.M $.M $50.M


(Estimated Costs not Eligible for Capitalization)$.M $.M $.M $.M $.M $.M

Total Capital Spending $81.6M $8.4M $6.9M $15.M $25.4M $14.M $12.M

Depreciation Expense (Building & Equipment) $9.M $9.M $9.M $9.M $9.M $9.M

Total Funding Sources

State Appropriations $.M $1.5M $6.M $2.5M $.M $.M

Gifts & Grants $4.6M $.M $.M $.M $.M $.M

HEFA $.M $.M $.M $10.M $5.M $.M

USNH Funded $.M $.M $.M $.M $.M $.M

Total System (IFB/Reserves) Capital Spend (Under)/Over Depreciation Base -$2.05M -$5.3M -$3.6M -$.1M $3.9M $.M $3.M

FY19-FY24

Project CategoryProjected

Costs FY 19 FY 20 FY 21 FY 22 FY 23 FY 24

Expansion $6.1M $4.6M $1.5M

Deferred Maintenance $51.9M $2.8M $3.1M $10.8M $18.1M $10.M $7.1M

Renewal $18.8M $.2M $1.5M $3.4M $6.5M $3.2M $4.M

Modernization $1.8M $.3M $.3M $.3M $.3M $.3M $.3M

Infrastructure $3.M $.5M $.5M $.5M $.5M $.5M $.5M

$81.6M $8.4M $6.9M $15.M $25.4M $14.M $11.9M

Spaulding

Media Arts Center

Monadnock

Total Project

Budget

Anticipated

Completion

Deferred Maintenance

Deferred Maintenance

Total Project

Budget

$25M - $30M

$8M - 10M

Deferred Maintenance $14M-$18M

Unfunded Priority Projects Project Category

April 2019

CUMULATIVE/TOTAL FUNDING SOURCE

FY 19 FY20 FY 21


FY 22

Plymouth State University: Artificial Turf Field


Artificial Turf Field Project

April 25, 2019

A. Project Summary

This project addresses the critical need for an artificial turf field on the Plymouth State University

(PSU) campus. The construction of this field and associated lighting is a critical component for PSU’s

interscholastic sports program’s success. Currently, PSU leases field space from several local schools

to meet the demand for practice and game space. The installation of an on campus artificial turf field

is necessary to provide a safe sports environment, improve recruitment and retention of student

athletes, reduce the impact on student athletes required to train off hours and prevent the potential loss

of interscholastic sports programs.

The risk of injury is no different on a synthetic turf than on a high quality natural grass field.

However, overuse causes existing natural grass fields to deteriorate quickly and develop an unsafe

condition leading to increase athlete injury. Our natural turf fields are well maintained but cannot

support the high use demanded by modern athletics programs. Artificial turf fields do not require rest

periods nor deteriorate when wet and will generally maintain the same level of safety wet or dry.

Currently, PSU cannot provide an on campus field venue for athletic and student success. The lack of

a quality turf field is inhibiting PSU’s ability to recruit and retain student athletes, who require

outdoor sports fields. Requiring students to travel a significant distance to train significantly impacts

PSU as a desirable destination for competitive athletics. Also, the available hours for PSU athletes to

train at other facilities is inhibited by the other institutions and often requires our students to train well

into the night and evenings impacting their academic focus.

Artificial turf athletic fields are versatile and can endure heavy use. After events, natural turf will

need a period of recovery before another game can be played on it. A synthetic turf field will allow

PSU to organize consecutive sporting events to take place on the field.

Finally, in the northeast outdoor sports playing time is significantly inhibited by weather conditions

and shortened daylight hours, often precluding our sports teams from actively training and competing

throughout their seasons. Artificial turf fields can have the snow removed significantly extending the

training and game season. Also the field's ability to heat up in the sun helps melt snow quickly,

further allowing extension of the playing time. The addition of a lighting system extend the hours of

training opportunity, especially during the winter, late fall and early spring.

ITEM IV D PSU Turf Field


B. Financial Plan

Funding Sources:

Gifts........................................................................................$2,000,000

University funds .....................................................................$2,400,000

Total Project Funding $4,400,000

The following project budget is based on conceptual cost estimates provide by Sasaki Architects and

includes all design work, permitting, site work, field construction, lights and maintenance equipment.

Total Project Costs

Synthetic Turf Field .....................................................................$1,400,000

Scoreboard ................................................................................... $80,000

Grandstand - West........................................................................$1,215,000

Grandstand - East ......................................................................... $475,000

Sports Lighting............................................................................. $500,000

Site ............................................................................................... $530,000

Contingency ................................................................................. $200,000

Total Costs $4,400,000

Operating Payback analysis:

Deduction in Annual Expenses

Field Leasing and Transportation Costs: ...................($50,000/year)

Additional Annual Expenses

Artificial Field Operating Costs: ................................$40,000/year

(Including snow removal, annual external fees, cleaning and event preparation)

Annual Equipment Depreciation................................$8,000/year

Field Replacement (Current Dollars)*: ......................$70,000/year

Net Increase Annual Operating Expense ..............................$68,000/year

Note that this excludes the costs associated with the potential need of replacing infill or turf due to

damage from flooding.

C. Justification/rationale

The installation of an artificial turf field is a key component of the 2015 Master Plan and important

component to keeping PSU a relevant entity in athletics, which require outdoor sports fields. A strong

athletics program is a core component of PSU’s Cluster Model. The National Collegiate Athletic

Association (NCAA) with Gallup have tracked the long-term effects of participating in intercollegiate

athletics and find that student athletes thrive in four out of five areas of well-being: purpose, or liking

what you do and being motivated to achieve goals; social, or having strong relationships; community,

or liking where you live and feeling safe; and physical, or being healthy and energetic. Thus being

able to recruit and retain student athletes is essential to PSU’s success. Lacking an artificial turf field

is impacting PSU’s ability to recruit and retain certain student athletes (specifically women’s field

hockey and lacrosse).


Sports turf fields are made with materials that are designed with the safety of the athlete in mind.

Modern artificial turf is designed to meet high standards for traction, rotation, slip resistant, surface

abrasion and stability. There have been numerous studies confirming the safety of synthetic grass for

athletes. These studies considered the location, type and severity of injuries sustained by players on

artificial turf surfaces. Since players and coaches are most concerned with injuries affecting major

joints like knees and ankles, in addition to concussions, the research carefully evaluated strains, tears,

fractures and concussion. The research concluded that the risk of playing on synthetic sports turf was

no greater than the risk of playing on a well maintained natural grass field. However, unless natural

grass fields are provided sufficient recovery time it is very difficult for field maintenance personnel to

keep these fields in premium condition.

The primary interscholastic athletic programs proposed to highly utilize the artificial turf field

includes football, lacrosse and field hockey. Other sports would also practice on the field.

The addition of the artificial field would provide region wide benefits for the community as it would

provide an alternative site for outside program to utilize the field.

D. Risk Considerations

The proposed field location is within the Pemigewasset River floodway and will be impacted by river

flooding. The construction of artificial fields within floodways is not recommended, however, there

are numerous artificial turf fields constructed in flood plains. There are several factors affecting the

field located within the floodplain:

• Contiguous to the sports complex, locker rooms, offices and indoor practice facilities.

• Lack on relatively flat land space available outside of the floodplain owned by PSU

• Area identified for the field is the least impacted by floods in the sports complex area.

Several flood mitigation plans will be considered as part of the permitting and design program.

Artificial turf professionals and other institutions have programs to mitigate the impact of flooding

damaging the fields. These alternatives will be considered and be employed to minimize the damage

associated with rising and flowing waters and include use of cryogenic rubber, preventative tarping of

fields prior to expected flooding and washing the fields during the recession of flood waters. USNH’s

insurer will provide insurance subject to the $1m limit for properties in flood zones, however our

deductible exceeds the estimated cost to replace the turf and infill. The cost (2019 dollars) to fully

replace the field surface and infill (crumb) is approximately $800,000. If only the infill (crumb) has to

be replaced then the cost is approximately $100,000.

Construction within the floodway will require extensive permitting and any considerations will need

to include the impact of the rubber crumb infill flowing into the river during a flood event.

Without this investment into an artificial turf field, the University is at risk of being unable to recruit

and retain elite athletes to maintain competitive sports programs.

E. Project schedule and delivery method

The overall project will be phased with the installation of the artificial turf field and lights being

constructed first with the balance of work as funding becomes available. The project permitting and


design will commence in the summer of 2019 with anticipated Phase 1 construction starting at the

end of the 2019 football season and work completed by August 2020.

Given the specialty of this type of work program, PSU will be utilizing the Design/Build (D/B)

project delivery method. Selection of the D/B firm will be in late spring of 2019.

F. Summary and approval requested

This submission is made for Board of Trustees for information in anticipation of approval at a later date.

G. Conceptual Design and Planning Documents and Renderings

Allwell North Fields

Allwell North Field 1