We meet today, near the beginning, of a very important year of transition for our university. Yesterday you received a State of the University report that provides a detailed overview of the current work going on throughout RWU. Very extensive. You can get a really good sense of all that we're doing. During today's talk, I won't repeat its contents, but rather will frame the State of the University with a wider perspective than is normally the case. I do so because I think it is important to place this year in the context of what we have accomplished in the recent past and what we must do together to create a thriving institution positioned for long term success. Despite our lingering sadness over the passing of Don Farrish and concerns about the financial challenges that we face, this is not intended to be a somber message, but rather one of hope. We have come very far since Don Farrish started as president of RWU in 2011. Then the campus was still reeling from the abrupt departure of a previous president and suffering from deep financial strains. Although there were many fine academic programs, the institution as a whole did not have a strong identity. It was perceived to be very similar to its competitors in the region and had a reputation among many, deserved or not, as a second choice university. A look behind the public face revealed even graver problems. Our enrollment management program was in need of improvement. Our academic co-curricular and student services, although excellent in areas, were scattered and uncoordinated. Basic IT services were antiquated and unreliable. The School of Continuing Studies did not deliver as high a quality of education as it might have and had a shrinking base of students. And the university as a whole suffered under deep debt and a weak balance sheet. This is not to say that all was grim or that the student experience was bad. Indeed, our staff and faculty worked very hard despite the obstacles to educate and support our students. And some moves had been made to address the physical concerns. On the whole, however, the university was not positioned for long term success. The last seven years have seen a great deal of positive change. It is worthwhile to briefly describe this so as to remember what we can accomplish by working together. The greatest threat we faced at that time was being too expensive relative to the perceived value of an RWU degree. Our response to the problem was affordable excellence. And in many ways it succeeded in addressing this core threat. Affordability was our key issue because measured by net costs that cost people actually pay. RWU was near the very top of the list of the most expensive universities in the nation. And in fact, there was a list. It was 60 pages long. We were number six on page one. Although it had been feasible to maintain that level of price for a number of years, tremendous new competitive pressures from both public and private universities have made that now impossible. We simply could not have continued to raise our price every year and expected to maintain the size or the quality of our student body. We're now able to move up in price for the entering class as we have done for the last two years and as I will discuss in a few minutes, are reimagining our pricing strategy for the long haul. But we could not have done this without the initial price reset of affordable excellence. Any tuition locker freeze constrains revenue growth. We know this from other schools that have implemented the strategy starting with Muskingham in the 90s and University of the South in the 2000s and many others since. In our model, the lack of incremental revenue was somewhat countered by larger student numbers in those classes of 2015 and 2016. Nonetheless, it required hard work by everyone to match revenues to expenditures each year. We were able to reduce spending in many areas, significantly refinance debt, limit the growth in personnel and use market forces to reduce the cost of purchasing big ticket items like health care and energy. While this was difficult, it was needed to reduce the inefficient expenditure model under which we had been operating. Since then our balance sheet is far stronger. We've reduced our bond debt from a high point of over $150 million by nearly one-third. We've increased our net asset balance by over 60 percent and improved other indicators of fiscal health, the things that bond agencies and outside entities look at to see how we're doing. This is not easy and it required many people across the university to work together in the struggle to make the changes needed to cover the annual increases in salaries and other expenditures. Increasing affordability was necessary, but it was not sufficient in making the case for the value of an RWU education. The price students and their families are willing to pay is determined in large part by the value they perceive. The most important work of the last several years, therefore, was an enriching student's curricular and co-curricular experience and better marketing this along with RWU's many other strengths. The focus on excellence, the second part, the noun and affordable excellence, was guided by the core purpose and values laid down in our visioning project. Our common purpose, serving society through engaged teaching and learning, committed us to doubling down on the pedagogical approach that has always been at the heart of the university. We can now claim with a great deal of confidence that nearly all of our students graduate with a significant semester-long experience as an internship, undergraduate research, global study, and particularly our community partnership program, in that most students have more than one of these experiences. This has a tremendous impact on our admissions, on the perception of the institution, on the perception of value of the institution. Whereas once we were, in fact, seen by many students as a second-choice institution, now nearly 70% of the students who come here see us as their first choice. They're students who are fighting to get in here because they perceive the value of a Roger Williams education. The students are also now supported by CSAS, the Center for Student Academic Success, and the coordination of its work with student life. Together, we have overhauled orientation, the first-year experience, career services, and improved resources for advisors and students, and the delivery of the core program. Indeed, this year is the first time that all entering students will take a common seminar on Roger Williams as part of one of their core courses. We're already seeing that this is providing better support for our class that has just entered, and taking together all of the work that we've done has helped to increase our average retention rate and push our four-year graduation numbers significantly higher. They aren't where we want them yet, but they're higher than they were, and that reflects on our quality as well. Parents, students, outside evaluators are all looking at these benchmarks now. It's not just the reputation of an institution. It's not just how one has seen it in the past. It's not just how good someone's football team is doing. It's how well we are meeting those core indicators of success for our students, and we've improved in all of those areas. Rebounding from a challenging stretch is in the DNA of Roger Williams. You need to look further than the School of Law to see a great comeback story. Like many other law schools out of the nation, it experienced a dramatic drop in enrollment six years ago. Since then, it's recovered much of the lost ground and stabilizes enrollment by adopting the core tenets of affordable excellence and scaling back operations and staff to match its new size. In 2014, it reduced tuition by 18 percent and gave all incoming students a tuition guarantee. It also committed to providing all students with access to experiential education and public interest law. This fostered a recovery of enrollment, and the law school had a budget surplus in 2017 after several years of deficit and a balanced budget in 2018. Many similar schools went through the same experience, but they have not recovered. We're seeing that in our region. We're seeing that nationally. The actions that the law school was able to take were transformative. Likewise, University College, which is our new name back to return to an older name for the School of Continuing Studies, we needed a name that actually covered its much more expansive scope, has dramatically improved the quality of education that it offers and diversified its range of programs. It has expanded student space by building new pipelines and pathways and widened student demographics to ensure its growth and the ability to meet the needs of Rhode Islanders. Over the last several years, UC has seen growth through dual enrollment of high school students. That's our advanced course network. In fact, those high school students are allowed to take college courses while in high school. We have over 400 this year. We have the largest provider in Rhode Island. And also the Bill Gates Fundate Gateway to College, which helps the students who have gotten off track in high school to complete their degree and to complete college credits as well. UC is also working to expand its adult student population and diversify the types of students it serves by partnering with community-based organizations, industry and municipalities. In addition, through its Center for Workforce and Professional Development, University College provides opportunities for men and women who have faced barriers to gain real workforce skills and step directly into promising career paths. Based on our improved reputation, we are now able to raise more money from individual donors and foundations. In 2011, our total fundraising was $1.7 million compared to last year when we raised $5.5 million in commitments from private philanthropy. RW law has been a great success story here as well. It's raised $460,000 last year, including $240,000 for the RW law annual fund. Both are records for the school. We're building a strong culture of philanthropy at RW, and donors generosity has recently made a real impact. For example, the Richard Brady Sailing Center was funded almost entirely from donations, the first time that it ever happened at our university. Donor dollars are also making it possible to build our Seacum Labs building, which began in earnest just this last Monday. We've raised almost $4 million for that project, and we expect to raise another $2 million in the coming year. We've never raised anything like that amount of money for a project on this campus. In addition, there are many smaller projects within the campus communities that you may not know are the result of fundraising. The Mary Tuff White Cultural Center and the Jeremy Warnick Center for Student Accessibility Services in the library represent nearly $700,000 of upgrades, which are primarily based on external funding. The Gabelli Schools has the new Stoico First Fed Financial Services Center and the EI Wegun Center for Advanced Financial Education. $342,000 helped to make those possible. The law school has raised $425,000 towards a half million dollars endowment for the pro bono collaborative. And over the past year, the Hassenfeld Foundation has provided a half a million dollars for programs for community engagement on campus. That includes stipends for students, stipends for faculty members, training. This has been incredibly transformative. That's our capacity now. And it's a capacity that we didn't have in the past. Fallon Hassenfeld, who runs the Hassenfeld Foundation, is a good example. He had refused to even meet with the university several years ago because he was not happy with the experiences he'd had in the past and was not impressed with his reputation. When he saw what we were doing with the Community Partnership Center, he came through with a half a million dollars. He came in yesterday with one of our reports on the way we were using his funds. He was so happy with what we've done. He said, thank you for the tome, meaning the large report. But he was sincerely impressed by the capacity of the institution to use funds in a way that simply wouldn't have been before. With improved reputation matched by stronger marketing and communication strategies, undergraduate recruitment operations are now taking hold. Don't need to look any further than this past weekend to see our admissions efforts are working. Last fall, we had 465 students visit our first open house. This year, it was 572. And we see much larger numbers in our upcoming open houses. There's more interest in this institution. And many of you were at this last open house. In fact, hundreds of you, faculty and staff, worked it. I was there. It was an incredible energy. Students were seeing the kind of institution that they want to come to. And our evaluation that we asked the students to fill it and then said it was overwhelmingly positive. Students want to come here. We're the first choice. None of the students on that chart said, this is the place that now after seeing the open house, I don't want to come. In fact, the great many were more inclined to come because of that. But the takeaway from all of this is that we're offering a better education with better outcomes and we're achieving higher levels of excellence throughout the university. We, all of us, did this relatively quickly. And if we had not risen above the challenges of the past and kept an eye on the future that we're building now, the university would be in a markedly worse position today. Still, you might ask, we've had so much success, why are we facing financial issues now? And we'll talk about that a little bit. Now, despite all of the improvements of the university, along with all of higher, we, along with all of higher education, still face sharp limits on our ability to increase or even maintain our undergraduate enrollment or to enlarge the net revenue that we get from each student. We must do more and be more to compete in a new undergraduate marketplace that has been developing over the last couple of years. We face a declining number of students for the traditional undergraduate program along with increasingly desperate competition among schools to enroll them. The long prophesied decline in student enrollments has fully arrived in the northeastern United States. It began to really see it in earnest in the Midwest. It's here now, particularly in New England, but also throughout the rest of the northeast. Three factors help to explain this. The first is the overall decrease in the number of high school students graduating in the region. This is particularly pronounced in the suburban New England zip codes from which we have drawn most of our students for the Bristol campus. This trend has been growing more pronounced for a few years, and it will continue at least through the 2020s. We see a little bit of a turning point in the mid-2020s, but this is a phrase I don't particularly care for, but it is the new normal for us. Second, as the high school population has decreased, it has also changed in composition, and it's now more diverse than in the past. Significantly so. It thus contains more students from groups that we have been less successful in recruiting and retaining. And third, the relative drop in incomes for the great majority of families further depresses the number of students likely to come to a private university such as ours. Our competitors for the shrinking number of students include many smaller institutions that have been living on a very thin diet for some time. These colleges and universities have struggled to maintain their campuses and attract students, forcing them to cut the quality of their academic programs and underfund operations while also discounting tuition with aggressive scholarship strategies just to enroll enough students to stay solvent, or to stay barely solvent. If you've been on these campuses, you can see it the way as professionals probably see it more than prospective students and their parents. You can see that the buildings are not maintained. They have a tremendous amount of deferred maintenance. That's the external. But you can also see it in programs that are understaffed in the entire feel of the institution. Still, they're able to attract students. Many of them are to the, however, near the point reached by Mount Ida last spring where they can no longer continue. But most will continue to hang on as long as possible, siphoning off enrollments for more robust institutions. I've taken to calling these institutions zombie institutions because they're a hollow shell of what they were. Institutions of a thousand, sometimes 1,500 students, are just in many cases no longer viable, particularly in the current market. On the other hand, they're stronger and more selective in private universities to finding it difficult to attract sufficient numbers of students that fit the academic profile to which they have become accustomed. They are thus competing for freshmen who had been going to less selective institutions, including our own. They're also now actively recruiting transfer students. This is not the old days of genteel enrollment management. People are recruiting everywhere they can because they all face the same competitive pressures. Sure, there are some institutions with very large endowments, but there are very few of them. Most of our competitors have a profile just like us where we're mainly tuition dependent institutions, and we're all competing for the same group of students. But it's not just the privates that are a problem. Most states have sharply decreased the funding for higher education over the last decade. I could say over the last couple of decades and still be accurate, but since the crisis of 2008 states all over the nation here as well have decreased the funding available to universities. The universities are then forced to live on tuition. They need more tuition dollars. Where are they getting those tuition dollars? They are going after students both in state and out of state, often with tuition discounting strategies that are very similar to the kind that we use. They have a different cost structure than what we have. I think classes much larger than this group here, classes of 400, the cost of delivering that education, even if it's not a quality education, is less than what we have. And it is hard for us to compete on price with them. But they need to have the tuition dollars to operate. Some states, including Rhode Island in a modest way in New York in a much more dramatic way, are now offering free tuition. That's kind of counter the idea of getting more tuition dollars, but it's free tuition for certain students. It's not money that they might have spent on increasing the quality of education in their state systems, but it's a political attack to increase support for higher education and support for the politicians who advocate it. It's also taking students away from us. Many now, not really in Rhode Island, but certainly in New York we felt a little bit of a bite last year. If you look at other institutions in New York, particularly the smaller private colleges, they are suffering tremendously from this, particularly those in upstate and less attractive locales. This is something we have to face. The result of these market forces is an intensification of competition for traditional age students that affects both the numbers who choose to attend and the price they're willing to pay. Students and their parents are now fully aware most of them that it is a buyer's market for higher education. This causes a downward pressure on our main source of revenue, which is the traditional program on the Bristol campus. We have revenue of course from the law school, we have revenue of course from UC and from some other auxiliaries, but our main source of revenue is still part of the university that is most hit by these competitive pressures. Until the 2017-2018 year, RWU have been able to end each year with an operating surplus and thus meet the board of trustees mandate for a balanced budget and the terms of the covenants for our bonded debt. You know, we took on a lot of bonded debt about 15 or so years ago. More than 150 million as I said, that's been in many ways built buildings which are important for us, but it's been a drag on us. Those debt, that debt comes with certain covenants and we have to meet certain physical measures in order to maintain those covenants. We ended the past year however by needing to take a small supplemental drawdown from our endowment. This year we confronted decreased revenues stemming from a decline in overall student numbers, a little bit of a not a huge dip, but a little bit of a dip over the last couple of years and a slight increase in our discount rate. We have to compete harder with other institutions. That's what that discount rate increases about. And for more this budget was built on more conservative projections for the revenue from University College and other sources. The same time, we facing the same increased expenditures from wages and other lesser but significant drivers of cost increases. We're caught in this bind. We limited the amount of revenue we can get from our expenditures go up every year. Nonetheless, the University has developed a balanced budget plan for the coming year in part through rigorous efforts to curtail spending and careful steps to increase revenue. We will also need to depend on an additional draw from the endowment that we will not have the luxury of repeating in the near future. I've heard a great deal of concern on campus that the Secum Labs project is the cause of our current budget problems. Let me be clear, that's not the case. Stated earlier, fundraising from industry and university sources provided nearly $4 million for the building. We're going to get another $2 million. About $8 million we have borrowed in bonded debt. That will be repaid through a modest tuition differential for incoming Secum students. This is similar, it will be less then, but similar to the tuition differential for architecture. I have a great deal of confidence that students will in fact pay that. The Secum Labs building will provide the facilities needed for programs that are experiencing significant growth. When completed in late 2019, the facility will provide our engineering, computer science and construction management students with a world-class hands-on learning environment commensurate with outstanding programs reputation. It will also free up space in the existing engineering building available for use by other programs on campus. Investments such as the Secum Labs project are designed to increase enrollment and to a degree offset declines in traditional age student population from other programs. There's also some concern that the purchase of the Livingston property what we've been calling Wind Hill across the street is the cost of the deficit. This is also not the case. RWU did not use any money from the operating budget to purchase the Livingston property. Rather, it used money from its endowment fund based on a review by the Board of Trustees. The land is now considered an asset within our investment portfolio swapping out one set of investments for another. Now opportunities to purchase the significant piece of real estate next to a college campus are rare and they often are not repeated. RWU purchased a 17-acre property to protect and ensure the opportunities for future use. The upcoming master planning process which will begin in earnest next spring will help us with what those uses are, but we had to secure it now or we would never have gotten it again. Now the physical challenges are rather the result of the larger market forces that I just described. They are real and serious but it's important to note that this is not a crisis for Roger Williams on the order of magnitude affecting many of the smaller institutions that I discussed. We can handle this. This is a warning. This is not Mount Ida. Nonetheless and I can't emphasize this strongly enough a new level of strategic planning and action is now required to avoid annual budgetary concerns and to ensure that the university remains on a strong footing in the long run. So what are we going to do? There's no silver bullet available to us. There's no one tweak that's going to make everything okay. We have to work along multiple lines and change aspects across our operations that will yield extra revenue while controlling cost. And I want to be clear. We can't cut our way towards prosperity or win the race by abandoning the steps taken to make the university stronger and more attractive to students. That leads to a spiral down and that's not our intention. We have to make certain cuts now. What we don't intend to cut our way out of this in fact could not. We must continue also to press to make the campus more diverse and inclusive so that it better matches the demographics of the college going population in the coming years. All of the work centers on making the university physically stable while maintaining the personal attention and opportunities for experientially engaged education that RWU students all over the university now enjoy. Four major elements to the tactical and strategic moves that we'll make in the coming year. First is restructuring to reduce salary cost. Second is developing a new pricing and aid strategy to match revenue needs to market demands. Third is increasing enrollment through a more effective recruitment and retention programs. And the fourth is increasing revenue from the university college and from our fundraising programs. Now first, a key component to balancing the current year and future operating budget is carefully, compassionately review all operating divisions to determine where consolidation of functions can be made or where the organizational structure can be modified to eliminate redundancies and achieve greater efficiencies and reduce expenditures. Along with other aggressive efforts to decrease cost and thus avoid having to reduce personnel, these strategic efforts have been underway in various parts of the university for the last few months. Our strategy has been to favor positions for elimination that have the least direct impact on the quality of the student experience. We believe that this is the best way to reduce cost while preserving the most important benefits of the high touch model of education we have at RWU. Staff reductions that have been made although essential and relatively modest are the most painful part of this work as it means saying goodbye to colleagues and friends. Steps have however been taken to support the impacted employees. Most of the reductions made through this process have already occurred. Many of them occurred actually for positions where there were in fact no current occupants. The university will continue as it has over the last several years to adjust staffing to needs of the institution as an ongoing part of our work. This is what institutions always do, what they have to do in a dynamically changing market. We're going to have to be very, very careful to do it going forward. Now over the summer task force of the cabinet and other staff analyzed the current pricing model of the university for its undergraduate tuition. We looked at tuition, we looked at room and board, we looked at fees to determine how to create a model that continues to offer the price point demanded by the market while collecting the revenue necessary for its operations. That key of matching revenue in the future. The analysis included a review of competitor school pricing. We now know, particularly because of our much more advanced ability to analyze data, who our competitors are down to the program level, we understand what our competitors are doing in terms of discounting and their pricing. We're looking at the total price, not just the price of tuition in a very, very sophisticated way. Although we do not yet have a policy to increase the price of tuition as we have for the past couple of years and will likely move away from the four year flat tuition guarantee for future classes. We are now priced well below most of our private competitors and will not move our price up to return to parity with them. We will instead carefully balance price with our competitive advantages to match revenues with expenditures. This analysis and recommendations will be presented at the board meeting of the trustees at the end of October for setting the tuition and the discounting strategy for the incoming class of fall of 19. Affordable excellence and how we are priced in relation to other universities matters greatly in a competitive marketplace. But beyond locking tuition, affordability and support for our students also must come from the overall financial aid strategies. The enrollment management team has been doing a lot of work over the past year and is beginning to implement a financial services model where financial aid appeals, high levels of personalization and helping families through the process are an essential part of the work. Helping parents and students to understand what they owe and understand how to pay it. Being much more dynamic in the way that we deal with people. Being more clear in how tuition frame our bills help people to understand how they can stay here and being more careful in the way that we give aid particularly to students who are already here. We have over the years engaged in what I call a policy of original sin and what that means is student aid, merit aid is based almost entirely on their high school record. The student who might not have had a great high school record would come to extraordinarily well and at the end of their freshman year they would start looking. We actually see this in our attention to other places because they say, you know I've got great grades now, I'm doing well academically, why aren't I getting the kinds of support that other students are getting? And they leave. We can do something to help those students, to help them stay, to make them feel valued here. That makes sense and that's the kind of practices that we're doing. Now pricing and aid policy can only go so far in attracting a sufficient number of students, the number that we need to maintain our undergraduate programs in the Bristol campus. We must match our program offerings to student demand and tailor our recruitment strategy to attracting students to those programs where we have excess capacity. We must also keep students, the students we have through to graduation, that retention and retention. Throughout 2017-2018 academic affairs and enrollment management partnered to launch the academic strategic enrollment management process to improve our offerings and our recruitment strategies. Asim is not just about looking at programs, it's looking about how we recruit for those programs. Asim phase one provided robust data sets at the program level to each academic department and program. In order to assess student demand, looking at those programs out there, but looking at them against the universe of our top competitors for those students. From this collaborative process, enrollment management is now aligning enrollment tactics to optimize recruitment and promotion of our existing programs and open new markets for RWU. We've had programs that have been under enrolled for a while. Now we can target those programs. Our strategy for enrollment is no longer just opening the gates and it's targeting so that we build in enrollments where we have capacity to educate students. From the first phase of this process, I'm excited to share that nearly 30 new programs, majors and minors, have been identified as possibilities and most of them require essentially little or no additional resources. Development of these kinds of offerings is essential to maintaining our ability to attract students. In Asim phase two, the Vice Management and the Acting Provost are working with Deans to prioritize and phase in these new ideas. Now beyond imagining new places to go academically, our Asim process and the really dynamic enrollment management and marketing team that we have has helped us to see new marketing opportunities and recruitment strategies to improve enrollment in our existing programs. Some of the key initiatives that are underway for the fall of 2019 are the following. One important and you've probably seen some evidence of it is a strong focus on digital storytelling. It's increasing the number of profiles we have of faculty, of students, of success, of matching those to the interest of students, of being able to send those out and as we can now in a very, very targeted way to students whom we know will be interested in those programs. It's a much more sophisticated program. It's something we simply weren't able to do even a few years ago and we're now ramping up in what I think is a tremendously effective way. We're also improving the visit experience and we saw a little bit of that on Sunday. We know that the campus visit significantly improves our chances of students enrolling at RWU. 23% of applicants that visit campus overall, 23% end up enrolling here. That's extraordinary. 53% of the students who attend an accepted student day end up enrolling here. 4% of the students who have never been on campus enroll here. It's that group of students, the secret shoppers we call them, the people who just aren't necessarily on our radar. We need to reach out to them. We need to get them to this campus and we need to show them who we are because when we do we tend to win. We're also building transfer pathways and we've been looking at the transfer population for some time. We've not been as successful there as I think we might have been. We had a very interesting experience last year with the late closure of Mount Ida. We were able to reach out and bring about 15 students here from them, but that experience told us something. We were looking at the ways in which we recruit students to our transfer here and that we actually had created a lot of unintentional barriers to those students. And that's unintentional barriers to students from four-year colleges like Mount Ida, but also from two-year institutions. We've rethought that in an initial way and we're going to rethink it even more this year. Our goal for transfer students this year was 60. Not a huge goal, but that's about what we've been getting. We got 95 and only part of those were Mount Ida. We got those by reaching out to the community colleges building transfer pipelines with them and that's community colleges in Rhode Island and Connecticut and Massachusetts, but also some innovative programs like the School of Architecture has partnered with Miami Dade Community College. They have a tremendous two-year architecture and design program there. We've had students come from there before. We've made it much easier for students to transfer from there. There are other things like that we can do to build a strong transfer of population which we need to get those freshmen students. It also makes RWU much more affordable for many students. If they can do two years at a community college and then finish their four years here or say do two years here to finish their degree and then another two years to do their masters in architecture or another year to their masters in the MBA program. We're also I won't go into detail, but launching similar efforts for international students which we really had to do partly because of changes in the policies of Saudi Arabia which is no longer sending students abroad. That was our biggest international population. Other than just the disorder and chaos in the world has prevented us from getting as many international students as we might want. They're still out there and we can still get them, particularly if we can get and support them on campus. Something else that has helped us and I'm just going to use this example of management is our analytics, our ability to gather and understand data. Years ago we weren't able to do that. We did not have accurate data on our students. In many areas we've been able to gather data and analyze it in a whole new way and this is something that we really see in particular in the enrollment division. It's implemented relationship management systems that support graduate, undergraduate, and university college efforts. This is the same kinds of procedures and ways of analyzing data that are used in the larger world of marketing. They're very, very effective. We are in, as I alluded to earlier, kind of an arms race with other institutions and we are now able to win that in part by using data in new ways and that's something that's been contributed to by the enrollment management, by institutional research. The registrar has helped in some really profound ways in many other parts of the university. We're also seeing benefits from that elsewhere. It's powerful. It's the tools that we need to get to this next era and we're seeing enrollment management as a leader there and as a leader which is already showing results from that, already showing success as we saw it in this last year and I think we're really going to see it in this coming year. Now retaining students is as important as they said as recruiting them and it's an essential measure of our success as an institution. We've done a lot of work here over the last several years. Many of you have worked very, very hard to help increase our retention efforts and we've had some great successes over the last year or so. We've had a retention task force and very much like enrollment management has been using data to better understand why students please but more importantly how we can help students to succeed. We've implemented our Civitas program which keeps a close track on students but also lets us to dig down and understand where students are facing problems, where they're facing roadblocks. It also lets us understand how the interventions that we've made succeed or don't succeed. It's a very, very powerful tool and we're already seeing some important results from that but let's think more broadly about our retention program. We've reimagined many parts of the way we bring students into the campus. From that handoff from enrollment management to the academic and student life programs is now much smoother. Orientation has a completely different feel to it. It's much more academically focused as much more student success focused. It is helping students to be retained here. One of our greatest successes for our orientation program is when we hear that the siblings of students who are coming to Roger Williams call up and say I'm having a lousy time at my orientation, how are you? And they end up coming here. In fact had three brothers come here like that. One brother was supposed to come here, the other two hated, the other two institutions what they were seeing came here, saw another orientation and they were hooked. We've also reimagined the whole first year experience in some profound ways and it's much more integrated, much more supportive for our students. I mentioned CSAS, that helps students to stay here and the people who work in CSAS do incredible work to move the dial in that to help students to succeed and they now are doing so in a way that is integrated with student life, with other parts of the institution. This is powerful here and we've already seen some of the impacts and we will see more. Now creating a more diverse and inclusive institution is crucial to both enrollment success and achieving our core mission as a university. To support the same, this year the new division of diversity, equity and inclusion will challenge and expire all campus stakeholders to infuse equity into our university operations while we focus also on fostering retention development and the thriving of minoritized students and employees. We're doing this through the efforts of student affinity centers and employee affinity initiatives and a number of other programs throughout the institution. Now joining the long-term efforts of the school of law and university college traditional undergraduate operations have a renewed sense of urgency to meet the needs of our current students and employees and to be on the par with our peer and I would say competitor institutions, many of whom have a longer history of working with these students. The positive impact will not just be seen in the critically important outcomes for the students and employees but also in having created a culture that enables all students and employees to thrive. Diversity and inclusion is not an afterthought. It actually has to be at the core of what we do as an institution and that's partially because the demographics are changing, the student population out there is changing. It's also and more importantly because it is a stronger and better form of education. Now all the above efforts, the ASEM process improved transfer admissions, better use of analytics, providing great visit experiences, the comprehensive integrated retention program and the diversity and inclusion initiatives will we believe help to achieve the key goal of increasing our undergraduate numbers which will help us to balance our budget. As I said that's the key driver but there's something more important here and I want to say all of those initiatives share something in common. All of them cross offices institutions, schools what we have been successful in in the past several years is working together, working across those lines which you haven't always done, working across the lines of academic affairs and student life, working across the lines of faculty and staff, working across the many offices of institutions. Roger Williams which I think you can get a sense of how complex our operation is by looking at the State of the Union report which we sent out yesterday is a very complex organization, it's easy to be in silos but where we succeed and where we have been successful is when we break down those values, where we work together that's very powerful and that's the tool that's going, that's the tool I think that's the practice that's going to help us as we move forward. We also need to increase revenue in other areas and one of those is university college. We have task forces that are working on this now university studies or university college rather has been transformed over the last six years in which I described earlier and now it has both a high quality program and the ability to offer more programs to different kinds of populations is innovative in its structure and educational approach and it's actually becoming a national model in many ways but has not yet received its full or achieved its full revenue potential. We see a lot of potential there, it's grown certainly in its revenue over the years but it's not there yet. We've invested in it though we had to invest in what had been more or less of a moribund program and to make it into what it is today and to create the foundation much like we're investing in the Seekum Labs building will help us in the future and we're expecting it to pay off this year in a more substantial way and in years in the future. Part of the reason for this is a creation of a stronger administrative structure. We need to build the structure in the University College that we have here but we didn't build there in the early stages of growth and that's going to help that college to succeed. The change in name and the launch of a new website are part of this and more is to come. Early indications are that the UC will meet and likely exceed its revenue targets this year. Another area where we can increase our revenues is in fundraising and as I said we've had successes over the last seven years. We've built a much larger base of donors we've collected more money we've done it all with a smaller staff than we had in 2011 and all of that has been very powerful and impressive. We still have work to do building our alumni donors, building the friends we have in the community and in industry particularly for our professional programs and helping them to find their way to help fund the education that they benefit from or that they are emotionally connected to. Two big projects this year, one is Civic Scholars that raises funds, mostly funds that go straight into the operating budget to have support engaged in experiential learning. We've raised about $2 million for that. It is a $3.5 million project so far of the last couple of years and we expect to really push hard on that this year. The other fundraising program which I've alluded to is the Seacum Labs we need to get that final $2 million but we also need to increase the annual fund. We need to find ways and we've got interesting new technology that's helping us to do this new organizational structures to help us to reach out and connect to our alumni. Most of whom are relatively young. They don't really match the profile of donors in the past and they aren't as connected to the university as they might be and we expect that we will be successful in that this year and going forward. Now, let me conclude. Despite our recent challenges RWU is still strong and is actively moving forward to become a more robust institution capable of thriving in the emerging higher education environment. Very much as our law school did several years ago, that's the position we are now and we have the capability of doing this. We will continue our history of reimagining the university to reflect the changing societies and its educational needs. Recall we began in 1919 in our first iteration. We were the northeastern university Providence Men's Evening College in the YMCA. Very, very small post World War I program helping to train generally men, well men working in the factories to get the kind of education, the completion of high school and college education that they hadn't had an opportunity to complete beforehand. In 1956 we broke away and became Roger Williams University. That was a junior college, the only community college in the state of Rhode Island. Since then we've added the bachelor's program, we've added the Bristol campus, we've added graduate programs, we've added professional programs. We have 60 years of history of innovation. We have built a powerful attractive educationally excellent comprehensive master's university. About 6,500 students if you include all the various permutations of our students. This is something to be proud of but we can also reflect on that. That's something we did and we can do. That's in our DNA. That's who we are. Again, by thanking all of you for the important work that you've done and will do in making our university a place of which we can be proud. It's going to be hard work continuing this dynamic tradition of change in the future. That dynamic change brought us from very, very humble origins to where we are today. I'm proud to serve as interim president this year and I look forward to working with you all and the Board of Trustees to place the university in a great position to move forward when a new president is appointed in the spring. Thank you. We have some time for questions. There are some microphones I believe floating around out there if anyone has a question. Yes. Right, and you should be concerned. This is a national trend and we are higher than others. I'm going to turn it over to John King who there's a microphone somewhere down here because he can speak directly to that issue. I'm going to turn it over to John King who is the chairman of the counseling center staffing. We've actually invested in the counseling center so we have more counselors than we ever have had in the counseling center. And it's important to separate numbers and utilization from the total problems. So in instance, when you make a decision based on how an office or a service is being utilized, there could be a campus that has much to do with the counseling center being active. Most of the referrals for the counseling center come from students to students. They're peer referrals. So when you have a highly functioning counseling center, a highly functioning tutoring center for instance, or health center, you're going to get high numbers because the student satisfaction is there. There are many counseling centers and health centers that are under subscribe. We're doing the feedback and the success from entering that. So we have intentionally invested in both the counseling center and the health services center. We're doing more outreach than we ever have. We have a relationship with an accredited doctoral program where we get interns and postdocs. They provide a very rich added layer of counseling. So we're actually very proud of what the counseling center is doing. And more utilization of the counseling center. Okay, if you have any questions that you like me or any members of the cabinet to answer privately, just so you know our emails, send them to us. Our goal this year is to be open and communicative. That's why we develop such a detailed state of the university document. And as I said, we work best when we collaborate. We achieve most when we work and that's what's going to get us through this next year and beyond. Thank you very much.


Hey guys, what is up? My name is Morgan. If you are new here, I am a product knowledge enthusiast. I just love knowing anything and everything about all of the new makeup on the market and sharing my thoughts with you guys. And today I'm going to be doing a roundup of my favorite products for the month of May. So if you wanna see what came out on top, then just keep watching. Nobody asked for this information, but I'm gonna share it anyways. May is like the craziest month ever, always for me. It's Jose's birthday, that's my husband. If you don't know him, it's my dad's birthday. Then it's my birthday. And then it's mother's day. And then it's my parents anniversary though. That one I'm not as affected by. But anyways, needless to say, May is crazy for me. The end of the school year is crazy for me. Yeah, I tried a lot of new products. A lot of new makeup came out. But unfortunately, I feel like this month's favorites video is gonna be a bit weak because while I try out a lot of the products to review for you guys, I didn't really get to dive in deeply into the products. So there's a few products that I feel like have potential to be in this month's favorites. But I don't wanna lie to you, if I only used it once, I really don't wanna put it in a favorites video. In a couple weeks, my school year will be over. I think next month's favorites will be jammed pack because I have plans to wear makeup every day to really deep dive into these products. But nonetheless, as always, I found products that I wanted to talk about. But first, I want to get started with my channel of the month. I've skipped out on this the last few months. I just haven't been able to consume as much YouTube. But there's a channel that I really would love to see grow. So if you guys haven't checked out Beauty and the Frizzes channel out, you need to check her out. Her name is Cara. She is just such a genuine human being.  And what I love the most about her videos is that for her, it really is all about the love of makeup and makeup therapy. And that really hits very close to home for me because I just, I love makeup so much. And being able to turn on the camera and apply makeup for you guys is truly an escape for me. And even without the camera, it's an escape for me. And I really can feel her love for makeup in her videos. Not to mention, her and I both are teachers in Maryland and she lives pretty close to me within driving's distance, definitely. So I feel like I can relate to her in many ways. She's hilarious on Instagram. Anyways, I would just love to see her channel grow. And I think she deserves some recognition. She's been covering a lot of indie brand makeup palettes, which I love. She loves eyeshadow looks. She loves experimenting with different techniques and colors and textures. And she also loves Pat McGrath. So she fits right in with the club. So anyways, I would absolutely love it if you would consider taking the time to subscribe to her channel, tell her that I sent to you. And you would definitely love her content if you're into just hanging out, talking about makeup. That's exactly what I love about her channel. It just feels genuine. And it's just for people who love makeup, you know? That's what it all comes down to nowadays. So let's get into my products. So we'll start off with my face primer that I've been enjoying. This is from Milani. I did receive this in a PR package, but I've been loving this. This is the Milani Peach Glass Skin Primer. Now, if you can't handle fragrance to skin items, then this is not going to be for you because this has a very strong peach scent to it. I'm like, bring me the fragrance. The more artificial, the better. If it smells good, I love it. Probably not the best for somebody who has sensitive skin, but I like what I like. This is called a glass skin primer. And it does just that.  And I just know so many of you are gonna love this for the summer. The glow does tone down a bit as it dries down because you'll see in my demo, I'm like super glowy. At first, it tones down especially once you apply foundation over it. And you guys know, I do have, well, maybe you don't know. You probably don't keep tabs on me like that. I have more dry skin, so this really hydrates the skin. So if you're looking for something that really applies a very dewy glow and is hydrating to the skin, I think you will really like this, especially from the drugstore. I haven't come across, I probably have. I'm exaggerating, but this is right now at the current moment at this time is one of the only drugstore really dewy and moisturizing primers that I can think of. There probably exist primers like that from the drugstore, but I've really been enjoying this one. So I wanted to recommend it to you guys.  That you can see all of my pores, every single one of them. But it's fine, it's fine. Continuing on, because we have a lot of products in today's video that are gonna make the skin glowy, hence why you can see all my pores on this camera. But anyways, okay, I debated whether or not to put this one in this video because you can't get it anymore. Well, you can, but it, anyways. I've recently dove back into the milk makeup, sunshine, a skin tint. I have mine in the shade San, if you were curious. I almost decluttered this. If you saw my most recent makeup declutter, which by the way, y'all are fiends for declutters because I was not expecting to get the views on that that I did. So anyways, I get it. You guys like makeup declutters. Okay, so I almost decluttered this because it had been a while since I used this and I'm so happy I didn't end up decluttering it because it is perfect for me. I remember liking this when I got it. I've always really liked it for the summer, but my skin has always not been very good. So I tend to gravitate towards products with a little bit more coverage. Now, I did recently, it might've been yesterday, upload my skincare routine video because in the last year, my skin has become the most clear it's ever been. The irony is though I uploaded that video and then I got breakouts on my chin. I did it to myself though. I was picking on my chin the other day and I was asking for it, but anyways, the irony. My skin for the most part has been really, really good. I've had very minimal breakouts and now because I'm more confident in my skin, it's looking better. Products like this, a skin tint is something that I can appreciate more than I ever have before. So I really love this because it gives a nice dewy glow to the skin, like really, really dewy, but so good dewy, like a summer dewy-ness. Dewey, dewey, dewey. More dewy than I would normally prefer, but there's something about this where it's like a flattering dewy. It does not emphasize texture, it just smoot over the skin, but here's the catch. They reformulated this, okay? And I really did want to try the reformulation because I remembered liking this previously and I was like, let me try the new one. I didn't ever end up picking it up and I was watching Alana Davidson the other day and she said that the reformulation is not as good as the old formulation, that it's not as dewy and it's just not the same. So now I'm really sad because I only just started to really love this product. Like I said, I always liked it, but now I love it because it's, with my new skin, they go together really well and unfortunately it's like, I can't recommend this to you. Maybe if you guys have tried the new formulation and the old formulation, tell me your thoughts on the differences between the two. If you have this old formulation, I at least wanted to encourage you to pull it out because maybe you're in the same situation as me, you haven't used this in a while and maybe with the change of trends and all of that, you might like this. Okay, I have a bronzer next and 99% of the reason why this is in this video, I'm convinced is because I just love the packaging so much but hi for new hair, my name is Morgan. I also just really love luxury makeup and the experience of makeup and I have a good experience with this. So this is the Dior Forever Natural Bronze. So this is one of the new bronzers that came out with their spring collection. I mean, makeup moves so fast. This isn't really new, new from the brand anymore but I absolutely love the compact on this. It has like, it's like a cushion, a leather cushion but it's still very compact. Love this cream ivory shade that we have going on here. Stunning packaging. And I picked up the shade fours hand bronze. Now this is an impressive launch because they launched a very wide range of bronzers and oddly enough, it's hard to get a hold of the lighter shades of bronzers. I believe there's eight shades.  I purchased this from Selfridges and Selfridges is tricky and people get turned off because shipping is so expensive.  It hurts upfront but it's totally worth it because you can actually get items from Selfridges for cheaper because of the exchange rate and Selfridges low key get some, a lot of luxury launches first before they're released in the US and they have fantastic fast shipping. That's my little plug for Selfridges. Who wouldn't know, but anyways, I got the shade at number four which I believe can only be found in Selfridges for the US because shades five to eight is what seems to only be available in the US. Anyways, I think definitely shade number five would have been too deep for me. I think maybe three might be able to work for me but this is going to be a really great summer bronze shade. This is the bronzer I have on it now. It's very warm to the skin. It applies beautifully and most importantly, for me, it's the packaging. Love me, hate me for saying that but I really like packaging and it matters to me so. And the formula is beautiful, don't get me wrong. So I'm very, very happy with this bronzer, both the formula and the packaging. Okay, let's move on to some more cheap products. We'll start off with blush and I know you all are eagerly awaiting me to talk about Pat McGrath blushes. So here's the deal, like I said, this month I haven't really had the opportunity to dive into products. So the highlighter from this launch, I've only used it once in the review and I really, really loved it but I didn't feel comfortable featuring it in this video. Same thing with the quad, I still want to play with it some more. I've played a bit more with the blushes. Really like the blush formula. Do I think it's this groundbreaking original blush formula? No, the blushes are $38, okay? They're really expensive. Long story short, it's worth picking up like one or two of the shades that you'll really like but it's not worth picking up the whole line at least in my opinion. But I'm slowly trying to get into every single color to really be able to narrow down to my favorites for you guys. And the blush that I do have a backstory on that I want to feature in this month's favorites is Desert Orchid. Now I really like Flirtaceous, I really like the Divine Rose blush as well but I've only used those once. This blush I've grabbed for a couple of times because it's perfect for warm looks. So if you have a skin tone around mine, I actually find this blush to be pretty versatile as a color. So what I love this for is warming up the face. So if you're into warm makeup, I think you will really love this shade. This is my recommendation for you. So it's this warm peach color that has a golden sheen to it. In my demo, I have a blush tone already that I'll talk about next and I put this over it just to warm the whole face and you can see that golden glow. It gave me, now keep in mind, that shimmer's gonna emphasize a little bit of texture. I mean, that's what I have going on here. Just be aware of that for this shade because it does have that shimmer in here but it blends out beautifully over the skin and there's something special about the warmth that this gives the face. I was watching Kelsey Briana J. this morning. She used this shade and obviously she's much deeper than myself and it looked beautiful. It's like almost a highlighting kind of blush, like a blush lighter. Just the color of it though was so transformative. There's something about this color that I find very unique. So like I said, I really still do want to play with a lot of the other colors before I put them in a favorites video just like that and recommend them to you guys but I can tell you, I have a story with this one and I think it's such a unique shade and if you like warm eye looks then this is definitely the one for you. This blush palette, I instantly fell in love with, it was instant attraction from the first time I saw the photo to the first use and I feel like nobody else is as crazy about this palette as me but I love it, I can't get enough of it. It is from NARS. This is the Orgasm on the Beach Palette. I love the packaging and you open it up and you have six very shiny, glowy, cheek colors. Now, I would say you have four blushes in here and two highlights. You can kind of make, you can like mix it up, you know? You're not limited, like this could arguably be a bronzer. This is the base cheek color that I'm wearing today underneath the Pat McGrath and it's more rosy on the cheek. It's a very unique color, very versatile because you can get some warmth with it as far as bronzing but if you put it on the cheeks it does look rosy. So these two shades have more pigment.  They're very, very shiny and shinier than these blushes and then you have the highlights which are also really pretty. I really, really love this. I love the colors in here. I love the mixtures of formulation. I think it really allows for a lot of versatility for what you can do with it. If you watch my original review on this I also pat myself on the back. I created a bomb eye look. I'm just really impressed with this palette and it's definitely the type of formula that I'm into right now, the type of cheek look that I'm into because I'm kind of fading away from using highlighter and just using a shimmery blush and calling it a day and I love what this brings and it's also a palette. There are highlighters in here but if you like a glowy cheek you will really enjoy this. Again, I highly recommend that you check out my review because this is not going to be for everybody if you don't like a glowy blush. Girl, run far, far away but I really love it and I had a lot of you comment on my video that you weren't going to pick this up because if you have the Trist palette from them and there's a couple other glowy cheek palettes that they've come out with, I'm totally understandable. I wouldn't say this is a new formula from Nars but I love it, I've been grabbing for it a lot. I love the colors in here, I love the formulations and is it the most unique product? No, but it's solid and I want to use it. So that means that's a lot for me with the amount of makeup that I have. Okay, so the next palette that I have, I have stopped using it the last couple of weeks because I was using it too much. Okay, big deal here and a lot of you guys were asking me about this palette if I was still using it, if I was still loving it, yes, I had to hide it for myself. So this is the Charlotte Tilbury Instant Look of Love in a palette in the shade Pretty Blush Beauty. Charlotte Tilbury came out with two palettes, a lighter one and a deeper one. I gave the deeper one to my mom because it just, it wouldn't have been a palette that I reach for too often while I could make it work for me. This palette definitely was made for my skin tone and it just is something that's more comfortable for me to use.  I play with all these colors but deep embedded deeply into my soul. I'm a basic blushed beauty. Okay, I wish I could have said the bad word. You know what I'm trying to say here, but anyways, love the quality in here. Love the formulation. I love that we get an airbrushed setting powder here. It's the most versatile palette she's come out with. It's so boring. It's so basic. You don't need it but I really love her instant looks in the palettes. I just feel like they're so quick. They're so easy. And I love the look that this creates. It's just everyday, it's natural. You can play with other colors like the blush and highlight and such. Also on the eyes. I love this sparkly shade right here. This is a formula. I don't think Charlotte Tilbury's ever come out with before but I really enjoy it. I don't know, this is just such an easy one and done kind of palette. I'm not gonna tell you you need it because yes, I realize the colors are boring but that's what I like about it, okay? And I know some of y'all are boring people like me. I do have one like pure eyeshadow palette to talk about and oh my gosh, it's so boring but I was boring this month I guess. I don't know, I'm wearing it. Maybe it's my favorite because of the name, I don't know. I am such a wannabe with Chanel. I want to own a Chanel for so bad but that's a lot for me, a lot of money. So I just buy the next best thing. I'll talk about the jewelry later and I got into Chanel makeup and I'm making this effort to try more Chanel makeup to incorporate it on my channel just because I love the aesthetic of their products. So they came out with their Le Beige collection so I picked up three items from there. Two of the eyeshadow palettes as well as one lipstick which the lipstick's also gorgeous. Check out that review, it's just not in my favorites because I have been wearing it. But one of the Le Beige eyeshadow palettes so pretty, I had to mention it. This is the one that is intense. So they came out with a pinky one which I wasn't too keen on. I would have rather have just used a Charlotte Tilbury palette as opposed to spending all that money on the Chanel one but I'm really into the intense color. It's kind of like a safari green neutral kind of palette, a little bit more unique. Now the formula of Chanel, is it great now? It's a good formula. It's a definitely more subtle and sophisticated formulation and that's the type of formula that I had to learn to love before. You know I thought every eyeshadow had to be super packed with pigment, really glittery, very intense and you know as time has gone on and I've learned more about makeup I really do appreciate the sophistication of the luxury eyeshadow and this is like the definition of sophisticated. So you're not gonna get punches of color here. You can, like it's nothing crazy but it's about the ease of use with these and they just look very well done. I will say though, I used this shade today as the crease color and the outer corner color. It looked a bit patchy and today's the first day where I felt like maybe it was harder to use whereas all of the other times I think I've worn this like three or four times now the looks that I created were so quick and easy to do. One and done and it looked like I said very sophisticated, very chic, very simple. I've been really loving this color story. So today was Ali the first day that I was like maybe not the best but I did use the shade all over the lid. Again, like I said, I was looking for more shimmer and then I was like, no, no, no, no, that's not what this is about. So now I like it again. I don't know, it's just like a really easy way to get a smoky eye. If you like the look of a smoky eye but maybe you don't think you have this skill level for it, I'm telling you this formulation makes it so easy except for today, apparently. I don't know. Anyway, if you're interested in Chanel eyeshadow it's definitely not like a must have. It's totally for the name and I acknowledge that but I really do love the color story of this one and it makes me feel good to use it. Okay, I have a mascara and if you're new here, me liking and featuring a mascara is a big deal because I have these tiny itty bitty little lashes. Okay, I'm half Asian. I definitely got the Asian lash gene. Hence the why I gotta fake it till I make it. I got this in a PR package. This is the Maybelline the Falsies Lash Lift and I'm very slow about working through mascaras. Normally I just end up putting my mascaras in my giveaway basket but something about this, I was like, hmm, let me use it. And boy, am I happy I did. This is a solid, solid, solid mascara. For me to feature a mascara in a favorites video, it's a lot. This is the perfect mixture of lengthening, thickening and separating. It's just very rare for me to find a mascara that does it all. I know it doesn't look that impressive in the demo but I promise you, based on what I'm working with, my lashes look fanatastic. So I wouldn't say it leans more in one direction. It's just all equally lengthening, volumizing, separating and it just makes my lashes look better. Like that's all I ask. I'm not looking for the falsie effect. You know, I'll put on my own falsies, okay? I get it. We can't make miracles happen here. But I've been loving this. It's been doing more than a lot of other mascaras I work with. It kind of reminds me of like a Pat McGrath one.  I really, really have been loving this one. I'm gonna nice mascara to pick up next time you go to the drugstore if you're in need. Let's move on to lips. I have a lip liner formula that I have been super into and it's by Em Cosmetics. These are their Soft Blur Velvet Lip Liners, Michelle Fawn. I mean, she takes these formulas and just makes them so desirable. So the simple name, this is a lip liner, okay? Nothing special about it. Soft Blur Velvet Lip Liner. Like, yes. Okay, put it on my face. So my favorite shade is in the shade Teddy. It's just like a great warm contoury kind of shade so it's going to really make your lips look fatter. You know, it's that perfect contour shade but it has a little bit more warmth to it so it might work well with a warm kind of look. So I love the shade Teddy. I also really enjoy the shade Foxy for like a deeper brown kind of look. So these are really creamy, very easy to apply but they aren't too harsh. They aren't going to pack down too much color when you apply it. They have that velvet blur look that is described by the name of it and it's just a great everyday lip liner. So if you're not looking for too harsh of definition, just an everyday lip liner to add definition but nothing too crazy. This is a beautiful formula. It's not supremely long wearing by enemies but it's gonna make your lip color last longer. They have a very good wear time but most importantly what I think is special about this formula is that even if I were to go in with this dark brown lip color, it doesn't look crazy. There's this blurring effect that this gives that makes it more wearable. I also have a liquid lipstick from Maybelline. This is the shade Ruler and this is the perfect bold pink, okay? It's not too garish. It doesn't look like you're wearing a neon pink on the lip but it also isn't like a nude pink.  I will add a picture right now of the day that I wore this. I talked about it on Instagram a little bit. Just the perfect pink color. So if you're looking around the market for pink, this is awesome and if you aren't familiar with the Super Stay matte inks from Maybelline, beautiful formula for mask wearing now. Before masks were a thing, I would have ran far, far, far, far away from this formula just not as into liquid lipsticks. This is very drying but this is the longest lasting liquid lipstick you will ever own without being too drying. Is it drying? Yes, it's a liquid lipstick but it's very, very thin and it does not budge. I had this swatch on my hand for three days. I couldn't get it off. This is literally the longest lasting liquid lip ever and if you wear a mask but you still want a lip color, this is the type of formula that you need to go to. They have so many colors in this range. I'm partial to this pink color though. I really like it but there's a lot of other colors that I enjoy but this is the perfect, perfect pink. Okay, I had to tell you. Okay, last makeup product in today's video is from Kaleidos. Now I believe these are sold out so keep an eye out for a restock. These were sent to me in PR but this lip product, super good. This is like a liquid form of the M Cosmetics lip liner in that it's very blurring. It's like a cloud on your lips. So they came out with two sets in their new collection and this is the nude, I don't even know the name of it. Anyways, these are called the Cloud Lab Lip Clays. Okay, I think this set's called the Sand Castle. Well, anyways, look at this packaging. First of all, it will stay in this little book forever and ever and I love the actual tube itself. It's this, you could take a soft matte packaging. Kaleidos has it best with packaging. I'm wearing the shade Terra. There's lots of other beautiful nudist colors in here. I would say this kit does run a little bit more warm than I was hoping. I wish it was a little bit more mobby. But anyways, the colors are really nice and I'm absolutely in my obsessed with this formulation. It's so comfortable, so comfortable. What just happened? Oh my goodness. I don't know. It's a really comfortable matte lip shade. It's that blurring kind of lip, very like Asian style. It doesn't move, look, nothing. Oh, there was something, hold on. But seriously, like, okay, barely anything. Like, it really doesn't move. It's good to wear with a mask and you don't feel like you're wearing anything. I'm telling you, like, I feel like I don't have anything on my lips. You know, it's not moisturizing, but I love it. Last forever, it feels so soft on the lips. I mean, it really doesn't feel like anything which is amazing and I am such a huge fan of this formula. It feels like powder on the lips, but in a good way. If you tried this, you know what I'm talking about. I'm really into this formula. I hope they sell these in individual colors to make new colors. This is such an amazing lip formula. It's so extremely comfortable. And this color is very, very cute. Nice and orange. Okay, last thing that I wanted to talk about. I feel like I've acted weird this whole video. It's because it's like past my bedtime. It's like nine o'clock on a school night. I want to talk about my jewelry. If you didn't know, I really, really am addicted to jewelry. It's a mess, I'm a mess. So I recently got into these kind of handmade luxury brand because I'm a wannabe jewelry, okay? You can get them on Etsy. I will link the stores that I got my pieces from because I don't think you can get exactly what I have because I think they're made in very, very limited batches. Now there's real, in this case Chanel buttons and then the store owner like hand makes them into actual jewelry. So my mom got me these earrings for my birthday this month. Super cute. And I also have this super cute necklace to match. And I've been wearing this a lot. So you guys have been asking me where I've gotten them. So I'll put them down below. Etsy shop, you can shop a small business, really fantastic. I have another one that I picked up a few months ago. This one's so cute. This one looks really cute with this shirt. So yeah, I mean, they have other brands as well. Like I said, I'm a wannabe Chanel owner. But they have like Louis Vuitton, Dior, all types of adorable jewelry. And they're still expensive.  So yeah, I've been wearing them a lot and I really, really like them. All right, you guys, there we have it. Those were my favorites for the month of May. I am really excited for my June favorites. It's June 3rd today, I'm filming this. But since I'm done with school this month, I just, there's gonna be so much time to play with makeup and I cannot wait. Anyways, if you guys aren't subscribed to my channel already, I would love it if you would. Thank you guys for taking the time out of your day to watch my video. I'm really, truly so appreciative. So yeah, I will see you guys in the next one. Bye guys, have a good one.