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What are your threehighest priorities for theBoard of Regents and theNevada System of HigherEducation?Baltera:1) I want a transparentassessment of the fundingformula to ensure that allNSHE institutions are gettingtheir fair share of funding.There should never be anymystery as to how and whyeach institution is funded theway that it is.2) We need to reestablish theroles of the Board and theChancellor. I’m focused onreturning governance to theBoard and operations to theChancellor. The Chancellorshould have the trust of theBoard to handle operationsbased on the governancepolicies of the Board, not themicromanagement fromindividual Regents.3) We need to make sure thateach NSHE institution servesthe best interests of the entirestate, but mostly thecommunity in which it resides.As a regent from Las Vegas, Iwould be focused on gettingUNLV, CSN and Nevada Statethe resources they need tocontinue serving SouthernNevada.Crawford:1) Properly funding ruralinstitutions.2) Leveraging RecoveryFunding to expand and createcollege programming byworking within workforcedevelopment to reduce socialservice dependence bycreating opportunities.3) Bring credibility back to theboard by redefining let’s goand policy change within NSHEinstitutions.Manfredi:1) Generating revenue so wecan stop relying so much onlegislative budgets, donors andendowments.2) Tuition increases are notsustainable anymore. We needto stop punishing students andfamilies because we can’t findnew revenue streams.3) Workforce Development.Continue to expand ourvocational and trade programsto recruit students who are notinterested in traditionalcollege degrees. In ruraldistricts like mine, it’simportant that smallercommunities have anopportunity to create anabundance to live.6Porter:1) Funding, seek more fundingopportunities for both theuniversity and college system.Oversee financial spendingpolicies to ensure all programsare funded properly and wisely.Obtain more grants andencourage federal allocations andensure monies are targeted toprograms with properforethought and fairness.2) High cost of education. Exploreways to reduce the cost forstudents and parents. Shortenspecific degree programs butretain educational quality whilespeeding up students from theclassroom to the workplace.Encourage teacher internshipprograms. It should not take 4-5years for a math teacher to earn adegree to teach. This will alsorelieve the teacher shortagesituation within Nevada.3) Increase enrollment andretention. Increase enrollmentwhile providing educationalprograms to entice students toattend Nevada institutions, bothat the degree level and tradelevels. Keep students seeking adegree or trade in Nevada highereducation institutions. Stay inNevada during their educationand after.Rice:1. Promote access to highereducation and capitalinvestment in brick and mortarand online learninginfrastructure throughoutNevada.a. Continue to invest in inperson instruction in ruralcommunities in critical careerareas such as health care andmining technology.b. Assure access to highereducation in every urban andrural community throughcontinued partnerships withschool districts.c. Increase broadbandcapacities at rural and urbancampuses and centers.2. Continue to build NevadaSystem of Higher Educationonline education using GreatBasin College’s world classdistance education faculty andinfrastructure as thefoundation for expandingNSHE’s world-wide reach.a. Capitalize on the City ofElko’s investment incommunity-wide high-speedfiber broadband to create theGBC Elko campus as the centerfor Distance Education inNevada.3. Using the developing NSHEstrategic plan and the ongoingconversations surrounding“Question One”, engage inprofessionalizing theSmith:1) Workforce within thesystem and buildingworkforce for the state.2) Cooperation andcollaboration betweenNSHE, K-12 Education, andthe Workforce System.3) Sustainable funding tosupport the NSHE system

QuestionJonathan BalteraMichelee “Shelly” CrawfordAaron ManfrediElmer PorterJohn Patrick RiceStacy Smithoperations of the Board ofRegents in order to advance allof NSHE.a. Questions remain about thefuture of governance withinNSHE. We must look at this asan opportunity, and work totransform NSHE to better servestudents in the 21st Century.The NSHE state budgetwas cut in 2020 and 2021versus pre-pandemiclevels. As a regent, howwould you addressbudget shortfalls?Baltera: I would aggressivelycampaign to increase fundingfrom the legislature. Wecannot continue to rankamong the bottom in thenation in education funding ifwe want to ever be proud ofour education system. I wantto start a campaign titled“49th, No More”. Either thelegislature needs to go onrecord saying they support ahuge rise in funding foreducation or they need to voteto stay at 49th. We can be the“Education State”. We justneed the will to support ourstudents and their teachersand professors.Crawford: I have a uniquereach with government,federal congressional leaders,and community members withmy task force work, as a highleverage principal, and militaryservice member. I have successcreating budgetary changes bysharing impact stories thatleverage change. I plan to usethis forum to buildrelationships with policymakers and constituents tounderstand the impact ofhigher education to fight forbudget support. My résuméshows that this has beensuccessful because I createdparaprofessional educationPathway programs acrossNevada and I have federal billsthat have been supported with 6 billion and state bills thathave been funded at 10million. My life‘s work is tocreate opportunities. I willwork day and night to fix thebudget shortfalls.Manfredi: This goes back tomy previous statement. Weneed to find new ways togenerate revenue. RealProperty is a perfect exampleof where we need to start. Wehave plenty of land at most ofour schools and instead ofselling it or trading it, we needto build on it and secure longterm leasing. We can also rentout our classrooms, buildings,and campuses to generaterevenue.7Porter: First: Explore ways toincrease pre-pandemic budgetlevels. This can be done buyencouraging more communityand college collaboration andsecuring more grants and federalstate allocations.Second: Save money by notwasting money. Funding forgovernment particularly for theBoard of Regents needs to betargeted and well thought out.The Board of Regents fundingsub-committee members need tofocus on specific areas withineach program to target funding,so we ensure all money is spentwisely and consistent. The Boardof Regents needs to concentrateon how funding for projects willenhance the education andopportunities for the students,staff and communities. I believein the past the Board of Regentshave not done a good job intargeting specific funding. Alldepartment heads within NSHEneed to be held accountable forRice: First of all, we will needto reestablish trust of the BORat the legislature in order to beable to receive as muchfunding as we need. Secondly,we must examine the currentfunding formula. It is evidentthe “new” formula isinequitable, especially to thesmaller institutions. I believewe are missing an opportunitywith the large number ofonline students we have (andcan potentially attract) and canmonetize that activity in suchas way as to create morerevenue for traditionaloperations. These “enterpriseopportunities” are being usedby many large, public systemsand Nevada has yet tocapitalize on that opportunity.Smith: There are a variety offunding sources coming intothe state currently. Thosesources, along with otherfederal funds can be utilizedto address the shortfalls.Additionally, as bothUniversity of Nevada, Renoand University of Nevada, LasVegas grow their researchdepartments, newopportunities for funding willoccur. Additionally, there maybe places where the budgetcan be reduced withoutimpacting student education.

QuestionJonathan BalteraMichelee “Shelly” CrawfordAaron ManfrediElmer PorterJohn Patrick RiceStacy SmithStudent fees should beconsistent with surroundingstates and appropriate to theeducation and services thatare provided for the students.As noted above I'd start withlooking at other fundingopportunities.money allocated within theirdepartments.In the face of decliningstate support for highereducation, shouldstudent fees and tuitionbe increased to maintainprograms? If not, whatalternatives would youadvocate?Baltera: I do not believe feesshould be increased becauseof declining state support. Thealternative is to not acceptdeclining state support. Asregent, I will spend my timefighting together with theregents who would join me topush the legislature to fundour institutions. I will notspend time in personalitybattles between regents.Nevada’s students deserverobust funding that doesn’tplace them in a mountain ofdebt.Crawford: I am proud that thestate of Nevada has some ofthe lowest tuition rates withinour country. If we can increaserates by not pushing out lowincome students, I supportrate increases. The alternativeways to advocate includehaving employers pay foreducational training.Manfredi: Everything goes up,but by how much? Adding a 1- 2 fee to pay for a newrecreation center or workstudy lab is fair andreasonable. Raising tuition 1000- 2000 each semester isunacceptable.Porter: I do not supportincreasing student fees andtuition to maintain programs. Weneed to find alternative fundingsources within the businesscommunity to help support theprograms. Also, if the athleticprograms are solvent financially,they may be a financial resourceto provide a percentage of moneyto be used within the educationalprograms of the universities.Rice: Student fees mustThe Board of Regentsoversees two universities,a state college, fourcommunity colleges, anda research institute.Given limited resources,how would you balancethe needs and allocateresources for the variousinstitutions of NSHE?Baltera: We need a clearpicture of how our resourcesare being allocated now. Ourformula is convoluted andconfusing. Some institutionscan raise money from alumniand foundations, others don’thave that luxury. We need afull assessment of the currentneeds of each institution andthen we need funding andaction to address those needs.We serve better when weserve together. We need toCrawford: As an advocate forrural communities, I believewe need to increase ruralprogramming by having aweighted funding formula thatprovides additional funding forrural communities becausethey are traditionallyunderserved.Manfredi: I have two careersthat give me a lot of flexibility.I chose these careers so that Ihave an opportunity to visitcampuses, attend in personcommittee and generalmeetings.Porter: Each institution hasspecific needs based on theirprograms, curricula, andactivities. First and foremost, allneed to be carefully balanced tofunding the specific needs eachinstitution has. For example,funding for the GBC nursingprogram should be appropriateand should not be underfundedto move monies to a less specificprogram at another institution,and visa-versa.Rice: Again, I go back to an8always be examined, but wedo not want to pricestudents out of a highereducation, especially withso many first-generationcollege students. However,an amazing un-tappedresource lies in thedistribution of miningroyalties in Nevada. Twovery small rural counties,Eureka and Lander, haveabout 300,000,000 ofcombined royalty revenuessitting in the bank. Theformulas for mining royaltypayments are antiquated,and the resource needs tobe tapped to supplementhigher education.examination of the fundingformula. However, there isplenty of room forcollaborative effortsbetween institutions. Ibelieve there is anopportunity for acomprehensiverestructuring of NSHE. Idon’t know exactly whatthat looks like, but it meansSmith: There has to be someconsideration given to baseoperations for all of theinstitutions along withconsideration of studentpopulation and potential forgrowth. The currentworkforce situation reflectsthe need for Nevada to have arobust, comprehensivesystem that can only bereached by supporting andgrowing all of the institutions.

QuestionJonathan BalteraMichelee “Shelly” CrawfordAaron ManfrediElmer Porteraddress the needs of eachinstitution as a united front.Rivalries should end on theathletic field. Rivalries do notserve the academic excellenceof NSHE and they separate usat the most important timewhen it comes to funding,when we go to the legislatureto ask for adequate funding.That should be done as aunited team.The Board of Regents andNevada System of HigherEducation have been inthe news lately and overmany years for conflictsamong regents andadministrators andbetween NSHE and theLegislature. How wouldyou address those issues?Baltera: As regent, I will trustthat each member of theBoard and Universityadministrators have the bestinterest of the system in mind.I have to believe that we havethe best interests of studentsin mind first. Trust will solve somany issues. When we select anew Chancellor, we shouldtrust that person to do thebest job possible. When we goto the legislature, we shouldtrust that they will come ingood faith to serve the needsof Nevada’s students. AsRegent, I will not insert myselfin the work of others, ratherJohn Patrick RiceStacy Smithlooking at the big picture ofNSHE with every businessdecision we make. If we areadding a health scienceprogram at one of theUniversities, for instance,what opportunities exist forenhancing health scienceofferings in the nearbycommunity or state college?My point is, for the lastquarter century, I havewatched NSHE try to changeby “cutting and pasting”itself together with no realplan. The BOR needsprofessionals to guide atransformation of higher edin Nevada.Crawford: I am very upsetabout the work that hasstopped due to conflict. As aschool system and militaryleader, I facilitate systemchanges by creating collectivegoals and checks formaintaining those goals. Iwould address the issues byfacilitating work sessions withconstituents and boardmembers to createinstitutional changes withtargets maintained withdeadlines.Manfredi: We need toreestablish every one of theserelationships. And we owe it tothe people. Regents need tostay in their lanes and not actas administrators or facultyand focus on the job itself,Policy, and Budget. Weabsolutely have no room forego’s and need to hold eachother accountable.9Porter: Leadership: Support,Motivation, Goals, Success,Contribution, Teamwork.Encourage others to take actionsthey need to succeed. I believethe Regents and administration attimes have lacked leadership.This lack of leadership hasprovided an atmosphere ofconflict within the ranks of theboard and between NSHE andother entities. I will providepositive cultures with purposeand passion. Working togetherwith common goals will provide amindset of continuousimprovement and collectivecollaboration.Rice: I am a HigherEducation Professional. Wework on a collegial andcollaborative model. I willbring that practice to theBOR and hold Boardcolleagues accountable tothe standards of aprofessional organization.Smith: My last 20 years havebeen focused on buildingcollaboration and cooperationacross multiple sectors andmultiple counties. I've workedwith a past Chancellor,helping evaluate an NSHEInstitution administrator, andI've worked with Legislators todevelop legislation. Open,upfront, and regularcommunication resolvesmany conflicts.

QuestionJonathan BalteraMichelee “Shelly” CrawfordAaron ManfrediElmer PorterJohn Patrick RiceStacy SmithCrawford: As a school leader Ihave 100% staff retention andstaff that is on a waiting list towork at my school. All of thiswas done by identifyingbarriers. This week I asked mystaff everything our institutionis doing wrong. We areimproving our school bybridging gaps. I serve on thestate task force forrecruitment and retainmentand I have learned that peopleleave bosses before they leavejobs. A close second is pay,healthcare, and benefits. Ipledge to bridge barriers whilealso advocating for sustainablepay.Manfredi: We need to startwith pay and benefits. I know alot of hard-working employeeswho make pennies on thedollar. We absolutely can’tafford to lose them, so weneed to pay them. Moralneeds to change too. This is aleadership challenge thatneeds to be addressed. Wehave wonderful hard-workingindividuals, and we also havethose who love to stab theclock. We need to replacethem with more dedicatedhard-working professionals.Porter: Both employeerecruitment and retention areimportant to the growth andsuccess of NSHE. However,there’s no point in recruiting newfaculty and staff if you can’t keepthe current ones. High retentionrates are a testament to howgreat working for NSHE is. Thisresults in motivated andhardworking employees andrewards NSHE with a positive andattractive reputation. To retainemployees, there must be apositive culture and effectiveinternal management.Supervisors and departmentleaders must communicatefrequently with there staff andbuild positive workingrelationships. As a regent, Iwould encourage institutionpresidents provide guidance inthis respect.Rice: Recent events in NSHESmith: As an employer that isaddressing this I recognizethat wages are only part ofthe solution. As a nonprofitCEO I recognize that my role ifelected Regent is to recruit,retain, evaluate and supportthe Chancellor in their dutiesand in their efforts to retainstaff.govern and remove obstaclesin order for others to succeed.As a Regent, how wouldyou address issues withthe recruitment andretention of faculty andstaff?Baltera: We will recruit andretain faculty and staff if wefully support our institutionsand their employees; by payingthem competitive wages andmaking Nevada a premier stateto work in education. If ourfaculty and staff are proud towork where they do, if theyfeel valued and that their voiceis being heard, they will notonly stay but encourage theircolleagues to come teach inNevada. It’s really that simple.No committees or initiatives.No lip service. Faculty and staffmust be heard. They mustknow their contributions meansomething to NSHE and theirinstitution. They must knowthat their families will feelsecure because they make acompetitive wage and haveamazing benefits. The citizensof Nevada should be clamoringto pursue a career with NSHEbecause of the opportunitiessuch a career would provide inthis state.10have made recruitment andretention difficult. Again,professionalizing the workof NSHE and marketing ourtransformed image to theworld will be required. Weare a tarnishedorganization, and it will takesome time to repair thedamage done to NSHE. I willalso go back to the fundingformula for this quest

Business Education, Social Studies, and Technology, Eastern Oregon State College Rice: I have a BA in theatre arts from Viterbo University, an MFA in Theatre-Acting from the University of Wisconsin, Milwaukee, and a Ph.D. in Education with an emphasis in Higher Education Leadership from Capella University in Minneapolis, MN Smith: