Building a Future

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Building a Future

Higher Education’s Commitment to Kansas Families, Businesses and the Economy

TABLE OF CONTENTS Introduction 3

Family 6 Affordability 8 Access 10 Success 12

Business 14 Talent Pipeline 16 Innovation 18

Economic Prosperity 20 Intentional Economic Activity 23 Community and State Benefits 29

Conclusion and 30 Acknowledgements

Notes 31

Images courtesy of the University of Kansas, Wich- ita State University Campus of Applied Sciences and Technology, Cowley Community College and Washburn University Helping Kansas Families

Supporting Kansas Businesses

Advancing Economic Prosperity

2 Image courtesy of Fort Hays State University Job and wage data make it clear that education For the past decade, public higher education in beyond high school offers Kansans the best oppor- Kansas has been guided by the Kansas Board of Re- tunity to secure a prosperous future. According to gents’ strategic plan, Foresight 2020. Under this Georgetown University’s Center on Education and plan, the system achieved several important suc- the Workforce, the number of jobs nationwide for cesses. The number of credentials awarded grew. workers with no education past high school has de- Retention rates improved across multiple sectors, clined by 1.8 million since 1991. Meanwhile, the and along with them, graduation rates. Entry level nation has added 21.7 million jobs for those with wages for graduates steadily increased. some education beyond high school.1 Perhaps most importantly, Foresight helped the system look to the future and ask critical questions Higher education offers about higher education’s role in Kansas. How do Kansans the best opportunity universities and colleges help Kansans enter rewarding careers and improve the quality of their to secure a prosperous future. lives? How do they help businesses find the talent needed to grow and compete? How do they support and advance the Kansas economy? In 2019, median earnings of workers with an asso- As leaders from across the system began develop- ciate degree or some college education outpaced ing a successor for Foresight, these questions drove the earnings of those with no education past high their work. Recognizing the unmatched ability of school by more than $5,700. The increased earn- higher education to grow the Kansas economy, the ings were even more significant for those with Regents decided that a new strategic plan must be bachelor’s degrees and higher, whose median built upon serving Kansas families and businesses earnings in 2019 were more than $32,000 greater 2 and creating economic prosperity in the state. than workers with only a high school diploma.

1 Georgetown University Center on Education and the Workforce, Three Educational Pathways to Good Jobs: High School, Middle Skills, and Bachelor’s Degree, 2018 2 U.S. Bureau of Labor Statistics, Median usual weekly earnings of full-time wage and salary workers by educational attainment, 2020 3 Businesses also derive great benefit from higher staff held meetings in Colby, Dodge City, Garden education. Research performed shows an increas- City, Hays, Kansas City, Pittsburg, Topeka and Wich- ing number of jobs will require education beyond ita to get a snapshot of the different challenges high school as employers seek to hire more employ- and opportunities faced by the different regions in ees with postsecondary training and credentials.3 the state. These employees possess the skills and credentials The feedback received from high school students that help keep their businesses competitive. indicated that the overwhelming majority (99 percent) saw education beyond high school as im- Building a Future aims to portant for their personal success. However, many students perceived hurdles standing between them maximize the benefit of and successful completion of a postsecondary de- higher education for Kansas gree or certificate program. Cost of attendance was chief among these concerns, with most students in- families, businesses and the dicating it was the biggest barrier they faced. Many economy. students felt intimidated by the prospect of student loan debt and their ability to repay it. In addition to workforce training, the Kansas public Other concerns mentioned by students included is- higher education system supports businesses and sues of access. Several pointed to the application entrepreneurs through innovation, research and process, financial aid requirements and a lack of partnerships that leverage the unique capabilities knowledge about their options as barriers for entry. of the system to grow the state’s economy. Those who had support from high school counsel- Between the benefits it provides to individuals and ors or a parent who had attended college expressed the support it gives to businesses, higher educa- fewer concerns about access issues, but students tion is a powerful engine of economic growth. It is without that support found the process daunting. the most effective tool Kansas can use to advance the state. Building a Future is the Board’s new strategic plan Students mention issues to ensure that the system is maximizing the ben- of affordability and access efits it is providing to Kansas families, businesses and the economy. To do this, development of the as their primary concerns plan began with a series of focus groups to gather in attending a college or feedback and input from students and parents, as university. well as business leaders. Like high school students, business leaders During the spring and summer of 2018, Regents strongly believed that higher education is in- traveled to communities across Kansas to gather credibly important for the success of their orga- input from families and businesses on the current nizations. Every business leader surveyed agreed state of higher education and how they hoped the that workers with credentials beyond high school system might help them in the future. Regents and

3 Georgetown University Center on Education and the Workforce, Recovery: Job Growth and Education Requirements through 2020, 2013

4 were necessary for their company’s continued suc- At its retreat in August of 2018, the Board took the cess. More than 85 percent of those surveyed said feedback received from students and businesses that they frequently seek to hire employees with and used it to develop areas of focus under each postsecondary credentials, and 90 percent stated pillar. For families, the focus would be placed on that employees who have postsecondary creden- affordability, access and success. For businesses, it tials meet or exceed their expectations. would be on the talent pipeline and industry sponsored research. The Regents also decided to add a third pillar to capture the intentional economic de- Nearly three quarters of velopment efforts of institutions that fall outside Kansas employers indicate of the scope of the family and business pillars. it is difficult to find During the next year, representatives from across the system worked to develop a series of metrics enough employees with that would evaluate how well the system performs postsecondary credentials. in each area of focus. After the 2019 Board retreat, these working groups undertook development of However, while business leaders expressed their promising practices that could be implemented at happiness with the skills possessed by credentialed the system or sector level to help achieve progress workers, they were very concerned about their abil- in each metric. These promising practices make ity to recruit, retain and grow the talent they need. Building a Future like no other plan in the nation A full 73 percent stated that it is hard to find em- by promoting purposeful systemwide strategies ployees with suitable education. tied to the metrics the plan measures.

Building a Future Structure

Pillar Area of Focus Dashboard Progress Promising Metric Metric Practices Overarching Developed The main The secondary These are system- themes of based on indicators indicators of or sector-wide Building a focus group of success in success, these initiatives that can Future feedback, these each area of metrics show be implemented to help establish focus, these results more drive progress on are big picture quickly than the metrics the primary measurements dashboard metrics goals for the that will often and are a good system within lag by several indicator of each pillar years progress though they present a less complete picture than dashboard metrics

Family

• On Time Graduation and Student Loan Default Building a Future centers its first pillar on fam- Rate as indicators of affordability ilies. It aims to ensure that higher education re- • Enrollment Equity Gaps and College Going Rate mains affordable and accessible to Kansans, while as indicators of access continuing to help graduates achieve success. • Graduates in Jobs with Sustaining Wages and the number of Degrees and Certificates Earned After gathering information from the focus groups as indicators of success. of students and parents about priorities, the Board office coordinated with several working groups of Since many of these dashboard level indicators are representatives from across the state’s public high- lagging metrics that could take several years to re- er education system to develop the family pillar and flect the successes of institutions, the teams also make recommendations to the System Council of developed a series of “progress” metrics to serve Presidents and the Board Governance Committee. as leading indicators of gains made in each area of focus. These groups discussed metrics that could serve as high level indicators of the progress the system was Finally, a series of promising practices that could making in each area of focus, ultimately selecting a be implemented or further studied for systemwide total of six “dashboard” metrics for the family pil- implementation were compiled to serve as strate- lar. gies for achieving the ultimate goals of affordability, access and success.

Dashboard Progress Promising Metrics Metrics Practices • Transfer Agreements • Increase program-to- • On Time Graduation • Students taking 30 program articulation credit hours a year • Push for full-time students Affordability • Student Loan Default Rate • Retention Rates to take 30 credit hours per • Enrollment by Pell year status • Promote open educational • Enrollment Equity resources • Enrollment Equity Gaps by Race/ • Implement practices Gaps Ethnicity promoted by Complete Access College America • College Going Rate • Enrollment Equity Gaps for Rural • Study and implement students math pathways • Graduates in Jobs • Study and make with Sustaining recommendations to the Success Wages Board on co-requisite • Degrees and remediation Certificates Earned • Study opportunities and possible implementation of meta-majors Image courtesy of Kansas State University 7 Affordability On Time Graduation Certainly there are students whose circumstances require them to On Time Graduation is one of the take additional time to complete most effective methods of reduc- their degrees or certificates. Adult ing the cost of attendance at a learners, for example, may work college or university. Every addi- full-time and spread out their tional year spent earning a degree courseload over a longer period or certificate is an extra year of than a full-time student. Serving tuition, fees and other associated these populations in a way that costs. For many students, it is also meets their needs is important, so an additional year of not earning Building a Future will only count full-time wages. full-time students in the on time In 2018, 34.6 graduation metric. State universities and community percent of students colleges have seen increases of at state universities 6.4 percent and 5.3 percent re- graduated within spectively in on-time graduation rates during the past five years. 4 four years. Technical colleges have experi- enced a decrease of 1.5 percent during the same period. As a result, extra time taken to earn a degree usually means additional expenses and less income than if a student completes on More than 50 time and enters the workforce. percent of students For this dashboard metric, Build- ing a Future includes the four year at community graduation rates for first-time, colleges and full-time degree seeking freshman technical colleges and transfer students. completed or At community colleges, on-time graduation is defined as students transferred who earn an associate degree in to a four year two years or who transfer to a university. For technical colleges, institution within students who complete within two two years.5 years are counted as graduating on-time.

4-5 IPEDS

8 Image courtesy of Wichita State University Progress metrics under the on time graduation those Kansas graduates with debt, the average dashboard metric will include the following: amount of debt upon graduating is $26,754, slight- • Transfer agreements implemented between ly below the national average of $27,293. community colleges and universities can help For many students, a certain amount of loans may ensure that students who wish to begin pursu- be an acceptable risk that they consider worthwhile ing a bachelor’s degree at a community or tech- because of the long term career prospects they gain nical college have a path to transfer credit to a through their education. However, it is concerning university and graduate in four years when graduates have to default on their loans due • Students taking 30 credit hours a year, since to the amount borrowed or their earnings. this is the course load required to graduate in four years from the vast majority of bachelor’s degree programs in Kansas Fewer graduates of Kansas • Retention rates from first-to-second year and public institutions default second-to-third year, which are considered an on student loans than the indication of an institution’s effectiveness at meeting the needs and expectations of students national average. and can lead to higher graduation rates 6.1 percent of graduates from public universities Student Loan Default Rates in Kansas and 12.8 percent of graduates from com- In addition to factoring prominently into the con- munity and technical colleges default on student cerns expressed by students participating in the loans. Both of these rates are lower than the na- strategic planning focus groups, student loans are tional averages for the four- and two-year sectors.6 often at the center of national conversations about Since most institutions already perform very well, the affordability of higher education. Building a Future will compare student loan default In Kansas, 57 percent of graduates from public uni- rates to national sector averages and state averag- versities took out student loans, which is identical es from institutions outside the system, rather than to the national average for public universities. Of expect year-to-year improvement from each institution. Promising Practices • Increase program-to-program articulation. This will help students who transfer from a two-year institution to a four-year institution be better prepared to complete their baccalaureate degree on time. • Push for full-time students to take 30 credit hours per year. Students must average 30 credit hours a year if they wish to graduate on-time. This systemwide campaign will highlight the importance of taking 30 credit hours a year and encourage students to make sure that they are on track to graduate on time. • Promote open educational resources. Textbooks can present a significant cost to students. This systemwide effort will help institutions share information and leverage common tools to offer students free course materials when possible. • Study and implement math pathways. For many students, existing math requirements may prove to be less useful for their educational pathways and careers than alternative options. This practice will explore those alternatives and determine which ones may be better suited for certain programs. • Analyze possible efficiency measures through the Future of Higher Education Council.These measures will include the physical footprint of universities and potential partnerships between institutions.

6 IPEDS 9 Access Enrollment Equity Gaps As Kansas becomes an increas- Pell-eligible ingly diverse state, it is more im- perative than ever for the public students face higher education system to serve enrollment gaps traditionally underrepresented student populations. These stu- ranging from 5 to 9 dents include racial and ethnic percentage points.9 minorities, in addition to low income and rural students. It will also compare the percent- In order to guarantee that the age of 18-24 year old Kansans public higher education system is who qualify for Pell grants with accessible to all of these groups, the percent of 18-24 year old Kan- Building a Future will work to sas students served by the public close gaps that exist in enrollment higher education system who re- for these populations. ceive Pell grants. In particular, the plan will monitor three types of enrollment gaps that currently exist in the system. Rural students face First, it will compare enrollment of enrollment equity Kansas students by race and eth- gaps in excess of 10 nicity to the overall population of the state to determine which percentage points areas of the population might be at two- and four- underserved. year institutions.8

18-24 year old Finally, the plan will compare the enrollment of Kansas students resident Hispanic from urban and rural areas. Stu- students are dents who are from a county with underrepresented fewer than 20,000 residents will be considered to have rural sta- at universities by 6 tus. percentage points.7

7-9 American Community Survey, KBOR KHEDS Academic Year Collection

10 Image courtesy of Hutchinson Community College tion beyond high school has only increased in importance. Many of the high school graduates de- ciding to forego college to enter the workforce will be more vulnerable during economic downturns. For example, of the 7.2 million jobs lost during the Great Recession, 5.6 million were held by those with no education beyond high school.10 Building a Future will track the college going rate at a statewide level. While there are factors far be-

Image courtesy of Emporia State University 50.3 percent of Kansas high school graduates entered a College Going Rate public Kansas postsecondary The percentage of Kansas high school graduates institution within a year of who choose to continue their education after high 11 school has been in decline during the past several graduation. An additional years. There is likely a mix of complex factors that 15 percent entered an out-of- has contributed to this trend. During the second half of the 2010s, a historically low unemployment state or private institution. rate made it easier for students to obtain a job im- mediately after high school. At the same time, de- yond the control of the Board and institutions that clining state funding for higher education shifted impact this rate, it is nonetheless important to a larger share of the cost for college to students, measure this rate and to take all possible steps to making the cost of attendance a growing concern help additional students continue their education for families. after high school at a university, community col- While the college going rate has declined, educa- lege or technical college.

Promising Practices • Implement practices promoted by Complete College America. This initiative provides support and expertise to states and institutions in a variety of areas that can help underserved students enter an institution, be retained and ultimately achieve success there. • Study and make recommendations to the Board on co-requisite remediation. This model can make college more accessible by giving academically at-risk students an early path to success. • Study opportunities and possible implementation of meta-majors. The introduction of meta-majors may help students who are unsure about their academic plans or future careers begin to focus their studies and remain in college and on-track to graduate.

10 Georgetown University Center on Education and the Workforce, America’s Divided Recovery, 2016 11 KBOR KHEDS Academic Year Collection, KSDE 11 Success Graduates in Jobs with Sustaining Wages One year after Preparing graduates for successful graduation, the careers is one of the most important functions of the public higher average wages of education system. graduates from all While the definition of a rewarding public universities career will differ for every grad- in Kansas exceed uate, most will require at least a minimum level of income that the sustaining allows them to be self-sustain- wage standard by at ing and provide for their needs. 13 Building a Future sets this bench- least $7,360. mark at 250 percent of the feder- The strategic plan will track the al poverty level, meaning that in percent of graduates by sector and 2019, a graduate would have to institution who exceed the sus- earn $31,225 to be in a job with a taining wage level one year and sustaining wage. five years after graduation. It will Five years after also look at the average wages of graduates by sector and institu- graduation, 84 tion as a progress metric. percent of 2013 bachelor’s degree earners from Kansas public universities were earning a sustaining wage. 71 percent of associate degree earners and 70 percent of certificate earners were also earning sustaining wages.12

12-13 KHEDS Academic Year Collection, Kansas and Missouri Labor Agencies

12 Image courtesy of Washburn University Institute of Technology Degrees and Certificates Awarded system over a set period of time. To determine this number, the Regents are leveraging the experience Foresight 2020 set an aggressive attainment goal of of the Advantage Kansas Committee of the Gover- 60 percent for the state. As of 2017, 52 percent of nor’s Council on Education. This committee consists working age adults in Kansas had a postsecondary of Regents, members of the Kansas State Board of credential. While the state has improved its attain- Education and the Kansas Chamber of Commerce ment rate overall and relative to the nation (47.6 whose goal is to ensure that education and training percent attainment), there remains much progress in Kansas meet the needs of the state’s employers. that must be made to hit 60 percent or meet the state’s economic needs. In addition to tracking the overall number and types of credentials awarded, Building a Future The Kansas public higher will monitor equity gaps that exist in completion. education system awarded Currently, there are significant disparities in graduation rates between white students and Hispanic 45,008 degrees and and African American students at both four and two certificates in 2019, the year institutions. There are also smaller equity gaps that exist for Pell-eligible and rural students. The highest number on record. plan will track these completion gaps for 150 percent time graduation rates (six years at a university With Building a Future, the Board is adjusting its and three years at a community college or technical attainment goal to a number of degrees and cer- college). tificates awarded by the public higher education

Image courtesy of Emporia State University 13

Business

Within the areas of focus, the following dashboard The second pillar of Building a Future focuses on metrics will track progress in the business pillar: the advantages higher education can provide to • Graduates in High Demand, Sustaining Wage Kansas businesses. Based on the feedback provided Fields and the success of Special Initiatives re- by the focus groups of business leaders, this pillar lated to the workforce as indicators of the tal- emphasizes the crucial role of Kansas colleges and ent pipeline universities in developing a talent pipeline that • Industry Sponsored Research as the indicator meets the demands of employers and the state’s of innovation. economy and promotes the unique capabilities for innovation that the system can leverage in support Since dashboard metrics often lag, progress met- of industry. rics were again selected to serve as early indicators of movement. The promising practices in the As with the family pillar, the Board office coordi- business pillar require particular flexibility and on- nated with working groups to develop dashboard going evaluation to make sure that the system re- and progress metrics for the business pillar, along mains responsive to the needs of businesses across with promising practices to support the objectives Kansas. of the pillar and submit proposals first to the Sys- tem Council of Presidents and later to the Board Governance Committee.

Dashboard Progress Promising Metrics Metrics Practices • Enrollment in select • Institutions will select Talent • Graduates in High programs leading three to five programs that to high demand, meet the sustaining wage, Pipeline Demand, Sustaining Wage Fields sustaining wage jobs high demand criteria • Special Initiatives • Excel in Career • The Board and institutions Technical Education will continue to explore • Engineering opportunities for Initiative partnerships with the • Nursing Initiative Legislature on special initiatives

• Industry Sponsored Innovation Research

Image courtesy of Wichita State University 15 Talent Graduates Prepared for Jobs Special Initiatives Pipeline in High Demand, Sustaining Under Foresight 2020, the higher Wage Fields education system formed sever- A key measurement for how well al successful partnerships with the public higher education sys- the Kansas Legislature to address tem is meeting industry needs is specific workforce needs.Building how many graduates are equipped a Future will continue to monitor with the skills and credentials to and support these partnerships take jobs in high demand occupa- and pursue additional opportuni- tions. Building a Future will track ties for similar initiatives. the number of graduates who Excel in CTE earn certificates or degrees that prepare them to enter fields that In 2012, the Legislature enacted are difficult for Kansas businesses the Excel in Career Technical Edu- to fill and that pay, on average, a cation program to provide state-fi- sustaining wage. nanced college tuition for high school students in postsecondary This metric will highlight several technical education courses. The industries that are of particular success of this program has far ex- importance to the Kansas econo- ceeded expectations with partici- my, as identified by the Advantage pation more than tripling during Kansas committee of the Gover- the eight years it has been in oper- nor’s Council on Education: ation. In 2019, the 13,675 partic- • Agriculture (including animal ipating high school students took health) 105,084 credit hours and earned • Architecture, Construction, 1,803 postsecondary credentials. Engineering • Advanced Manufacturing (including aviation) • Business and Financial Ser- 13,675 high vices school students • Computer Science (including participated in Excel cybersecurity) • Education in CTE in 2019, an • Energy increase of three and • Health Sciences a half times over the Since each institution and the region it serves is unique, insti- baseline year. tutions will have flexibility to choose fields that meet the needs of employers in their region.

16 Image courtesy of Pittsburg State University Image courtesy of Seward County Community College business success in Kansas. The participating uni- University Engineering Initiative versities have already surpassed their 2021 goal. Nursing Initiative In 2012, the Legislature recognized the competitive need for an increase in the number of engi- The Kansas Nursing Initiative was developed to ad- neering graduates in Kansas and committed an dress the growing nursing shortage in the state, initial investment of $105 million during the first providing needed resources to nursing education 10 years of the initiative to ensure engineering in- programs to enable them to increase their capacity dustry partners find the new talent, designs, and to instruct additional nursing students. techniques needed to fuel economic growth and Today, subject to annual appropriation from the Kansas Legislature, $1.8 million is available to With 1,496 engineering both public and privately funded educational in- graduates in 2019, K-State, stitutons with registered nursing programs. Grant funds are used for faculty development and nursing KU and Wichita State have lab supplies with the goal of improving program already surpassed the goal quality and student success. set for 2021.

Promising Practices • Each institution will select three to five programs to measure as part of the high demand, sustaining wage dashboard and progress metrics. These programs should fit the mission of the institution and lead to jobs that are in high demand by businesses within the region and pay, on average, a sustaining wage. Institutions will continually evaluate regional economic needs and add programs as necessary. • The Board and institutions will explore opportunities for legislative partnerships modeled upon existing successful partnerships to meet critical workforce needs.

17 Innovation Industry Sponsored Research Kansas public The Kansas public higher education system is unique in the state research for the quality and breadth of universities research it provides. From 2013- increased industry 2017, federal funding for research activities declined by $12.3 mil- sponsored research lion at the three research uni- by $18.2 million versities in the system. However, they have offset that decline by from 2013-2017. obtaining more support for their research activities from businesses, experiencing an $18.2 million increase in industry sponsored research during the same period.14 Building a Future will measure overall research funding and its sources.

14 Higher Education Research and Development (HERD) Survey, FY 2013-2018

18 Image courtesy of the University of Kansas

Economic Prosperity

been intentionally addressed and measured by the The final pillar ofBuilding a Future supports the Kansas Board of Regents. state’s economy. It will highlight the indirect bene- Like the needs of Kansas families and Kansas busi- fits of higher education to the Kansas economy and ness, the need for Kansas and its communities to the overall prosperity of Kansans, as well as ways prosper will be more intentionally addressed by the in which public postsecondary institutions are in- Regents in Building a Future. With support from the tentional partners in growing the Kansas economy. Board, universities will continue to serve as inno- The growing interest in defining the public good of vative, intentional partners in building state and public higher education has led policy makers at local economic prosperity. the state and national level to begin asking how This pillar will feature dashboard and progress the capabilities and innovation of public higher ed- metrics similar to the family and business pillars. ucation can be leveraged in new, direct and creative However, since each institution’s economic devel- ways to enhance the general economic prosperity opment capacity and strengths is unique, it will of communities on a local, regional, and statewide rely upon common strategy considerations instead basis. of systemwide promising practices. These consid- Each of the state universities has developed pro- erations will inform universities’ decisions about gramming to advance the economies of their com- economic development activities. munities and the state, but this has not until now

Dashboard Progress Strategy Metrics Metrics Considerations • Is there a global • Family sustaining • Existing business (international) interest expansion in the area of intentional Intentional jobs created • Capital investment • Business attraction economic activity? What Economic generated • Business formation/ are the defining trends or Activity entrepreneurial key characteristics of this endeavors interest? How will you leverage global, national and regional interests? • 2. Is there a national interest in the area of Community • Non-monetary intentional economic and State benefits of higher activity? What are the education for defining trends or key Benefits individuals and characteristics of this society interest? • How will you incorporate these efforts as part of the university’s programming and overall strategy? 21 Image courtesy of Pittsburg State University Intentional As part of Building a Future, each Capital Investment state university will articulate Generated Economic economic prosperity efforts into Capital investment will serve as its institutional plan. Program- the second dashboard metric. Activity ming concepts at the institutions Through Small Business Devel- might include strategic private opment Centers, surveys or oth- sector partnerships that concom- er data gathered from corporate itantly advance university, public partners, universities will attempt and private sector interests; com- to quantify the amount of private pany attraction; existing business capital invested in Kansas as a advancement and growth; new result of their economic develop- company creation; and innova- ment efforts and partnerships. tion district creation for university-company interaction, entre- Other Core Elements preneurial activities and start-up In addition to the dashboard met- company location. rics, universities will track exist- While economic development ef- ing business expansion, business forts will look very different across attraction, business formation the system, each state university and entrepreneurial endeavors, is already engaged in activities along with any jobs or investment similar to these programming associated with those projects. concepts. Building a Future will Intentional Programming compile the results of these initiatives and report on the number Each university conducts different of Family Sustaining Jobs Created programming activities related and Capital Investment Generat- to economic development. Some ed as dashboard metrics. leverage Small Business Devel- opment Centers, while others Family Sustaining Jobs leverage business incubators or Created innovation spaces. These different The jobs captured under the Eco- approaches reflect the broad ca- nomic Prosperity pillar must be pabilities of the system. new jobs that are generated as a A summary of each university’s result of intentional development initial plan follows. and corporate partnership efforts on the part of state universities. These jobs must also meet a minimum annual wage standard of 250 percent of the federal poverty level and be located in Kansas to guarantee that the state is deriv- ing benefit from the jobs. 22 Image courtesy of Wichita State University Potential ways for ESU to contribute to the tise and resources to accomplish the previous economic prosperity of Kansas follow. two items. This type of collaborative effort would support the spirit of Pillar3 by breaking Family Sustaining Jobs Created from the traditional, individualistic university Universities have not historically been in the busi- programming within the state of Kansas. ness of creating jobs. As noted in the Building a • Work collaboratively with other universities, lo- Future draft, developing talent pipelines that meet cal and state entities to identify potential areas the demands of employers and provide graduates for job creation without limiting university in- with job opportunities with sustaining wages has volvement to specific geographic areas. been, and should continue to be, an area of strong focus for universities. Unfortunately, this approach • Some areas of focus at ESU include, but are not does not generally create new jobs, it refills current limited to, data analytics (marketing, informa- jobs due to turnover. Fortunately, many of the uni- tion systems, geospatial), cyber security, and versities in Kansas already have some experience biological sciences. with job creation to draw upon. Areas to consider for the creation of jobs: Areas to consider for capital investment generated • Promote and expand the Kansas Small Business include the following: Development Center (KSBDC). This would sup- • Provide increased support for government report the opening of new businesses and the ex- search grants. pansion of current businesses. • Work with other universities to leverage ex- • Promote and expand existing programs such as pertise and facilities to improve research grant Studio e, Venture Alliance, and Tech Central. applications. This idea breaks from the tradi- • Build on current talent pipelines but focus on tional, individualistic university programming educating employers about the value that the within the state of Kansas. creation of a new position could provide. For • Identify formal private research grant oppor- example, by utilizing data analytics, many em- tunities. Working with other universities could ployers could improve their current operations improve the quality of the grant applications. enough to justify creating an analyst position at their organization. Many are just unaware of • Identify and cultivate informal private grant the potential benefits the position could pro- opportunities. For example, ESU’s Koch Center vide. for Leadership and Ethics. Repetitive, but working with other universities could prove helpful. • Establish new relationships with small and me- dium organizations with a focus on educating those employers about the value that the creation of a new position could provide while at the same time creating a talent pipeline. • Work with other universities to leverage exper- 23 Fort Hays State plans to leverage: that inhibits growth or threatens existing business survival. A cybersecurity breach or loss is estimat- • Skills of modern technology and cybersecurity ed to cost on average $117,000 per event, which workforce, equipped to work remotely would not be survivable by many Kansas small busi- • Robust information technology infrastructure nesses. • Attractive cost of living, safety, and strong edu- Brief Proposal Detail cational system • Build a cybersecurity and cloud computing fo- • Strong on-line technology and innovation de- cused innovation center with a cybersecurity gree programs business incubator • Robbins Banking Institute at FHSU • Conduct systematic evaluations of entrepre- • Health Informatics neurial mindset to drive incubator recruitment • Existing Entrepreneur Mindset trained faculty • Goal to grow cybersecurity “clusters” by work- at FHSU ing with local governments to improve business climate and policy considerations for business, • Amazon Web Services (cloud computing), Cisco, encourage greater system-wide collaboration and Palo Alto cybersecurity curricula to leverage regional and institutional strengths • FHSU Department of Informatics NSA Center for for more collaborative good Academic Excellence in Cyber Defense Designa- • To deploy and support SBDC efforts statewide tion to train small businesses on cybersecurity mea- Considerations sures to promote growth through protection of assets and infrastructure The cybersecurity market is expected to increase to $125 billion in 2020, with an expected unemploy- • More system-wide and statewide grant proposal ment rate of zero. Pillars of innovation economies development centered on cybersecurity include social and business networks; research in- Fort Hays State may also consider benefits led by stitutes and universities; relevant industries; and the Center for Civic Leadership (CCL) to strength- government policies. Fort Hays State University en communities through engagement and collab- is the host of the Kansas Small Business Develop- oration to address cybersecurity as a human rights ment with access to regional Small Business Devel- issue and as a necessary component for promoting opment Centers (SBDC) throughout the state, and quality of life to strengthen communities through ties to state and federal funding. increased awareness and civic participation. Economic prosperity occurs through direct growth metrics (e.g., job creation and business creation) and also through risk and loss mitigation by pro- tecting existing business and architecture from loss 24 Kansas State University is the World’s foremost agnostic Lab); and the Bioprocessing & Industrial Global Food and Biosecurity Science University. Value-Added Products (BIVAP) Innovation Center Unlike anywhere else in the world, K-State has the Sectors of Competitive Advantage talent and specialized assets to successfully solve • Intelligent Food and Agriculture Systems Inno- problems across the entire food chain including vation production, processing, packaging, distribution, • Digital Agriculture and Advanced Analytics and food safety. It is a unique innovation ecosystem. • Biosecurity and Biodefense In a time when the world is challenged by high- Key Partners ly infectious plant and animal/zoonotic disease, • Kansas Department of Commerce K-State is the only university in the world that has • KSU Foundation on its campus Bio-Safety Level 4 animal (NBAF) • Manhattan Area Chamber of Commerce/City of and Bio-Safety Level 3/Bio-Safety Level 3 agricul- Manhattan ture (Pat Roberts Hall Biosecurity Research Insti- • Knowledge Based Economic Development part- tute, BRI) high containment research facilities that nership provides its scientists a safe and secure location • NBAF/BRI to study high-consequence pathogens affecting plants, animals and food products. • KSU Technology Development Institute • KSU Innovation Partners Kansas State University’s Economic Prosperity initiative will aggressively leverage the institution’s During the past few years, K-State has engaged the global preeminence for the purposes of concomi- public and private sectors in ways that have given it specific knowledge of who cares about the uni- tantly advancing the university’s land-grant mis- versity’s assets, talent, and innovation in food and sion and creating vast new pipelines of direct in- biosecurity science. vestment coming into the state and direct jobs. Paths to success include: A concentration of excellence in the innovation • Growth of the university research enterprise ecosystem includes National Bio and Agro-defense • Development of strategic corporate partner- Facility (NBAF – USDA); National Arthropod-borne ships Animal Disease Research Laboratory (USDA); Kan- • Engagement with global industries and global sas State University College of Agriculture (top government agencies five nationally); College of Veterinary Medicine. • Advancement of existing Kansas net-import- (top five nationally); Pat Roberts Hall Biosecurity er-of-dollars businesses Research Institute (BRI) – BSL-3Ag (plant, animal, and food select agent containment); Kansas • Attraction of mature companies Wheat Innovation Center (global renown); Kansas • Development of emerging companies Department of Agriculture Research Laboratory; • Creation and incubation of new businesses Kruse Feed Technology & Ross Milling & Grain Sci- ence Complex (global renown); KSU Veterinary Di- agnostic Laboratory (Federal Tier1 Select Agent Di- 25 Pittsburg State’s plan for continued advancement tion and training, and K-12 linkage of shared economic prosperity will focus in three • University Strategic Initiatives & Block22 primary areas: research and development and commercialization through development of the • Connect and align the university with com- new National Institute for Materials Advancement, munity, regional and global economy to technology workforce development and training maximize impact and shared economic pros- through growth and innovation as a global leader in perity by: applied technology education, and intentional and • Leveraging internal university assets to strategic engagement, connectivity, and resource facilitate delivery of University knowl- acquisition with the local, regional and global edge, innovation, and research economy and all levels of government through Uni- versity Strategic Initiatives and Block22. • Connecting university with government, NGO, and private industry fund- • National Institute for Materials Advancement ing entities to secure resources to • Center of excellence in research develop- advance training, research and devel- ment in advancing materials by connecting opment, and commercialization. and facilitating successful collaboration These initiatives all support the Board’s key and maximized impact among and between economic prosperity targets in the follow- key institutional assets: ing ways: • Tyler Research Center • Alignment with state, national and • Polymer Chemistry Initiative global needs and economic trends • Kansas Technology Center • Expansion of the state economy through capital investment and direct • Technology Education & Training job creation • Building on tradition of excellence as global • Aligned with national/global university leader in applied technology education and expertise driven by connectivity with industry partners and demands of ever-changing econo- • Philanthropic interest viability my, PSU will continue to adapt and innovate • Alignment with state and federal gov- in the curriculum and delivery of technology ernment investment goals education and training. • Demonstrated broad regional, national • Development, collaboration, and dis- and global private sector investment tribution of technology education interest and economic development op- through connectivity and maximized portunities impact • Degree production, industry certifica-

26 On May 1st, the University of Kansas hired a new out specific charges. Rather than creating a specif- Vice Chancellor of Public Affairs and Economic De- ic design team, economic prosperity will be a focus velopment, placed in the Office of the Chancellor. across teams to ensure broad input and strategic With this redefined position that includes Econom- alignment. Areas for potential curricular and cul- ic Development, the university is recognizing the ture enhancements are detailed in the university’s critical role it plays in the economic prosperity of plan submitted to the Board. the state and region. It also signals a strategic Job Creation and Capital Investment efforts will in- alignment with the Regents’ economic prosperi- clude the following steps: ty pillar in supporting the economic recovery and economic advancement of the state as a top uni- • Leverage federal programs to supplement and versity priority. complement education efforts to develop SBIR/ STTR funding and evolve them into capital in- Given that economic development is a new Chan- vestment. cellor-supported priority that spans all campus- es, efforts are underway to construct a university • Re-brand and expand BTBC/KUCIP to add strategy that delivers a bold new approach. As the through phase III development (75k sq ft) and strategy is defined, organizational structures and accelerate horizon for future capacities. processes will be established to support its vision. • Enhance prioritization of targeted recruitment A guiding principle in this process is to have KU strategies for corporate R&D relocation to KU think of (itself) as a driver in the State economy. Corporate Innovation Park, with overarching The following describes the plan moving forward, strategy to align with university priority areas. including key areas where the university will likely invest. • Actively pursue marketing of KU technology to external stakeholders including both licens- Stakeholder engagement to ensure market aligning and collaborative research opportunities ment will include the development of an economic with industry. Promote and support faculty and prosperity advisory board to include industry, gov- graduate student awareness of entrepreneurial ernment, community leaders and alumni; develop- opportunities associated with their research. ment of an internal university prosperity council; alignment of university strengths with stakeholder • Drive research at KU areas of expertise in align- priorities; partnership with EnterpriseKC and the ment with federal agencies priorities. Research Regents to develop a Cybersecurity Brain Trust; and dollars will support graduate students, faculty a purposeful Kansas City and statewide strategy in and the development of technology. addition to Lawrence-based assets. KU will also focus on economic prosperity and en- Curricular and cultural enhancement will also sup- trepreneurship in a number of additional areas in- port entrepreneurship and innovation. KU’s new cluding faculty and student recruitment strategies, strategic planning/strategic doing process, called policy enhancements, alumni engagement, and Jayhawks Rising, launched in February. Ten work- tracking of metrics. These are outlined in the plan groups, called Design Teams, have formed to carry submitted to the Board. 27 Wichita State’s Economic Prosperity Plan will in- tion, and integration; Advanced robotics; Ad- clude four components that are part of the conver- ditive manufacturing (3D printing/scanning); gence sciences and meet state and federal goals Augmented reality 1. Innovation Campus • Potential capital investment and direct job creation in Advanced Manufacturing, Aviation and • Purpose: Co-location of industry: Airbus, Bos- Defense and Defense/National Security ton Consulting Group, Dassault Systemes, De- loitte, Hexagon, NetApp, Sedgwick County , 3. National Institute for Digital Transformation Spirit AeroSystems, Textron, Wesley Health- • Purpose: NIDT’s mission is to expand the high- care, City of Wichita, YMCA skill information technology talent pipeline and • Thrusts: Co-location of private sector and pub- create capacity to upskill incumbent workers as lic sector entities to increase experience-based knowing digital skills represent a key channel undergraduate and graduate engagement, to productivity gains collaborative efforts with industry, launching • Thrusts: Cyber range; product development and of microenterprises, and research programs to testing; Software development; Security oper- support the economic development and global ations center; Visual simulation studios; Auto- competitiveness of the Wichita metropolitan momous vehicles area, the state of Kansas and the nation • Promising Innovations: Predictive analytics; • Promising Innovations: Applied and Experien- Smart, connected products (IoT), Smart facto- tial Learning ries (IoT), Digital design, simulation, and inte- • Potential capital investment and direct job cre- gration; High performance computing ation in Advanced Manufacturing; Professional, • Potential capital investment and direct job cre- Scientific, and Technical Services; Health Care ation in Professional, Scientific, and Technical and Social Assistance; Accommodation and Services Advanced Manufacturing Food Service; and Public Administration. 4. FirePoint 2. National Institute for Aviation Research (NIAR) • Purpose: FirePoint’s core efforts focus on identi- • Purpose: NIAR’s mission is to conduct research, fying, aligning and exploiting applied research transfer technology and enhance education for and development to enable the Army of the the purpose of advancing the nation’s aviation future to be ready to deploy, fight and win de- industry, and to assist non-aviation industries cisively against any adversary on the multi-do- that may benefit from aviation-related technol- main battle-space ogies • Thrusts: Commercial and defense aviation. • Thrusts: Integrate crucial expertise and tech- Composite and advanced materials, structures, nology to create successful outcomes for warf- fatigue and fracture, crash dynamics, aerody- ighters namics, and aging aircraft. The FAA has desig- nated WSU/NIAR as the lead institution for the • Promising Innovations: Technology transfer; FAA Center of Excellence in Advanced Materials Technology diffusion and serves as the secretariat for the Composite Materials Handbook (CMH-17) • Potential capital investment and direct job creation in Defense/National Security • Promising Innovations: Advanced materials; Smart factories (IoT); Digital design, simula- 28 Beyond Earnings Additional state benefits Community Wages and employment are two Those with education beyond high of the most important and visi- school also generally contribute and State ble benefits of education beyond more in taxes than they receive. high school. However, benefits The average associate degree Benefits for individuals and by extension holder, for example, contributes the Kansas economy reach far be- $170,000 more in taxes during yond these measures. Continuing the course of their lifetime than education after high school leads they receive in direct benefits.17 to advantages for individuals on a This net contribution increases for number of levels. bachelor’s and advanced degree holders. Improved health outcomes More than 60 percent of associate degree and more than 70 percent of bachelor’s degree holders report excellent or very good health, compared to just 50 percent of those with a high school diploma only.15 Deeper civic engagement Individuals with associate, bachelor’s or advanced degrees are more likely to volunteer and more likely to participate in community organizations such as school groups, Parent-Teacher Organiza- tions and more.16

15-17 Lumina Foundation, It’s Not Just the Money

Image courtesy of the University of Kansas 29 Conclusion and Acknowledgements Conclusion Acknowledgements The Kansas public higher education system has The Kansas Board of Regents would like to thank made great strides in many areas during the past the many people who gave generously of their time decade. Building a Future seeks to maintain that and expertise to support the development of this momentum and identify additional ways that col- plan. leges and universities can better serve Kansas stu- First, thanks to the business and community lead- dents and employers. In focusing on Kansas fami- ers, high school students, parents, counselors and lies, businesses and economic prosperity, the new teachers who met with Regents and Board office plan positions the system to maximize its impact on staff to share their perspectives on higher educa- the state through a series of promising practices tion. Because of the feedback these stakeholders and metrics targeted to these three areas. provided, Building a Future will help the higher ed- Building a Future will not be a static plan, and in- ucation system better meet the needs of Kansans stead gives the Board flexibility to adjust metrics and generate prosperity for all in the state. and practices as needed. In particular, the Eco- The Board also thanks the many representatives nomic Prosperity pillar will remain a work in prog- from across the system who helped develop the de- ress throughout the implementation of the plan as tails of the plan. The System Council of Presidents universities identify new opportunities to grow the and System Council of Chief Academic Officers pro- state’s economy. vided extensive feedback with support from numer- The Board office looks forward to continuing to ous staff at institutions. The Economic Prosperity work with universities and colleges to implement Working Group assembled by the university CEOs Building a Future and leverage the power of the continues to refine the plan’s third pillar as we public higher education system to create a prosper- work to ensure that the system continues to be a ous future for families, businesses and the entire powerful engine of economic growth. state of Kansas. Finally, thank you to the Board office staff, espe- cially the Data, Research and Planning (DRP) team. Strong data and the ability to measure progress is the foundation upon which any good plan is built. The efforts of DRP to ensure that the Board has access to the quality data needed to evaluate challenges, identify success and make decisions allow Building a Future to be a living plan that the Board can adapt to meet the needs of students and employers.

30 Notes