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Cincinnati State
Ohio Community
College Average
National Average
% Change in Headcount
EF 2011 vs. EF 2010-4% -3% -1%
Retention Rate 46% 59% 55%
Graduation Rate (FT) 14.5% 8.6% 23.7%
Data Driven
Enrollment, Retention and Graduation Comparison
Note: retention rate for CS based on EF 2010
• Environmental outlook• High school graduates declining• Economy improving, lower unemployment
rates correlate to declines in adult enrollment
• What if analysis• We calculated the impact of increasing our
retention rate by 1% on revenue ($425K)
Data Driven
Goal 1: Key Strategies
• Reduce the time to complete required Academic Foundations Math courses
• Increase first-to-second year retention of first-time degree seeking students
• Increase number of merit scholarships awarded to first-time, full-time degree seeking students during their first semester
• Increase graduation rate for first-time, full-time degree seeking students
Goal 1: Accomplishments
IncludeED – (AFM 075, 090 & 095)
Starfish Early Alert System: progress survey
COMPASS Prep & Tutoring – PTEC Boot
Camps
Fast Track – College Readiness (partnership with
CPS-GED/ABLE and CityLink)
Increased merit scholarships awarded to first-
time, full-time degree-seeking students
Goal 1: Current Initiatives
• Supplemental Instruction
• Brain Research
• Starfish Early Alert System expansion (TRIO/Disability Services/Success Center/Writing Center)
• Mandatory Advising Implementation
• Study Skills workshops (Test Anxiety, Time Management, Test-Taking strategies, Career Exploration)
• Mandatory warning/probation/suspension/SAP workshops
Goal 1: Dashboard Metrics
1.0 Increase Student Success Driving academic achievement
Measures of Success Baseline Year 1 Year 2 Target Trend 1. Academic Foundation Math completion rate 62.2% 62.4% tbd 70.0% tbd
2. Number of merit scholarships awarded, and accepted, by first-time, full-time students 25 37 46 220 3. Fall to fall retention rate 46.3% 46.6% 45.0% 60.0% 4. Three year graduation rate 14.5% 18.1% 19.2% 21.0%
Goal 2: Key Strategies
• Expand dual enrollment• Increase enrollment at off campus sites • Increase distance education enrollment• Expand outreach to targeted populations
(high school, veteran, Hispanic/Latino and international)
Subteam Leaders – Dr. Tim Mott, Michael Chikeleze, Jean Wisuri, Gaby Boeckermann
Goal 2: Accomplishments
Expand dual enrollment:
Established district-wide agreement with CPSAdded new schools
Dater, Deer Park, Fairfield, Hughes, Moeller, Reading, Shroder, Taft, Walnut Hills, Woodward
Expanded course offeringsHistory, Spanish, additional Math
Completed web site with resources for students, parents, and schools
http://www.cincinnatistate.edu/dualenrollment
Goal 2: Accomplishments (continued)
Increase enrollment at off campus sites:
Completed Phase II of Middletown expansion with new labs and offerings
Natural Sciences, Nurse Aid Training, WDC training – AK Steel, SunCoke Energy
Offered more courses at Harrison on "start your degree here" promotion
Implemented college bridge program with Lower Price Hill School
Goal 2: Accomplishments (continued)
Increase Distance Education:
Added 5 additional online degrees and one certificate
Expanded faculty development for online instruction and design work
Online for Sciences, Teaching Online, Blackboard, Collaborate
Completed 14 Quality Matters Internal Reviews for online courses
Goal 2: Accomplishments (continued)
Expand Outreach to Special Populations:
Held ENGAGE Teacher event Completed 200+ high school Tech Prep agreements Implemented GE Skills to Work Program for Vets Hired Managers of Veterans and International Student
Affairs Developed new partnerships with international and
cultural organizationsAmerican Homestay Network, LULAC, Su Casa, African
Foundation USA
Goal 2: Current Initiatives
Expand dual enrollment:
• Achieve participation by all CPS high schools • Establish cross district agreement with Butler and
Warren County Educational Service Centers• Improve processes and instructor training• Recruit other categories of schools – charter,
parochial, etc.
Goal 2: Current Initiatives (continued)
Increase enrollment at off campus sites:
• Identify and offer transfer degrees at additional sites
• Research and plan for another campus• Implement Middletown Phase 3
Goal 2: Current Initiatives (continued)
Increase Distance Education:
• Utilize Pearson and other vendor partnerships to provide resources for expansion
• Develop and implement plans to maximize retention and graduation rates for students in online degrees - such as online orientation
• Offer online dual enrollment opportunities
Goal 2: Current Initiatives (continued)
Expand Outreach to Special Populations:
• Hold ENGAGE 2013 with high school students and community members on campus
• Form team and implement PLA (Prior Learning Assessment) initiative
• Establish full and intensive ESL program• Host new community wide international themed events• Host or participate in Latino Leadership Workshop,
Salsa on the Square, Cincinnati Hispanic Festival
Goal 2: Dashboard Metrics
2.0 Expand Our Reach Broadening our footprint Measures of Success Baseline Year 1 Year 2 Target Trend
1. Credit hours produced by satellite campuses (Middletown, Harrison, Lower Price Hill) 4,135 4,248 12,236 16,000 2. Credit hours produced by online courses 39,358 41,570 41,269 55,000
3. Headcount in online degree programs 0 32 199 300
4. Special population headcount (veteran, Hispanic/Latino, international) 998 1,039 1,154 2,000 5. High school dual enrolled headcount 47 383 745 450
6. Headcount at new satellite campus 0 0 0 200 TBD
Goal 3: Strategies
• Enhance the sense of community within Cincinnati State
• Increase communication through improved and meaningful planned interactions
• Provide formal documentation for college operations and activities
Goal 3: Accomplishments
Developed draft of Phase One Operations Manual
Implemented Master Calendar through Resource 25/available on the College Web Site
Presented Educational Sessions: – Active Shooter Training– Resource 25/Master Calendar
Held Initial Planning Discussion on “Center for Teaching Excellence”
Goal 3: Current Initiatives
• Hold SURGE-A-PALOOZA Employee Picnic• Distribute Phase One Operations Manual for
review and feedback• Distribute Phase Two Operations Manual for
review and feedback• Schedule Fall Semester and Spring
Semester Lunch and Learn sessions• Create Leadership Academy (grow your own
talent program) AQIP Initiative
Goal 3: Dashboard Metrics
3.0 Build Community Valuing our workforce
Measures of Success Baseline Year 1 Year 2 Target Trend 1. Student course evaluation rating 86% 87% 85% 92% 2. Number of participants in professional development programs NA NA NA NA NA
3. Professional development satisfaction rating NA NA NA NA NA 4. Employee satisfaction rating (PACE score) 3.33 3.33 3.90
Goal 4: Strategies
• Develop a financial plan that increases operating reserves annually
• Implement the $1000 4 One scholarship campaign
• Increase non-traditional revenue sources
• Implement priority-based budgeting
Goal 4: Accomplishments
Partnership with Freestore Foodbank to create Hospitality Academy of Cincinnati
Developed Apprenticeship Programs with G.E. & AK Steel
Designed & implemented Machine Operator’s Program, driven by local manufacturing businesses
Designed & launched G.E. Get Skills to Work program for Veterans (certificates & academic pathway)
Goal 4: Current Initiatives
• Ford Motor Company electrical maintenance Apprenticeship Program
• Development of Machine Operator’s II program & CNC Bootcamp
• Online non-credit programing in partnership with Pearson Online (5 courses)
• Collaboration with Butler Tech for concurrent enrollment
Goal 4: Current Initiatives (continued)
• $2.75M DOL grant, “Greater Cincinnati Manufacturing Career Accelerator” programming (Welding/CNC)
• Execute “People and Productivity” Training Program for Manufacturers – human skills development programming
• Design European Model Apprenticeship Program – certificate, academic pathway (Metalex, FineTool)
Goal 4: Dashboard Metrics
4.0 Strengthen Fiscal Sustainability
Securing our future
Measures of Success Baseline Year 1 Year 2 Target Trend 1 Operating reserves as a percentage of total expenses 27.2% 27.7% 25.0% 36.0% 2. Funds available for scholarships $399,633 $357,139 tbd $1,000,000 tbd 3. Public/private grant funds $303,400 $432,794 tbd $1,200,000 tbd 4. WDC program revenue (gross) $1,567,829 $1,679,996 $1,850,000 $2,100,000
5. Non-traditional revenue $1,400,000 $1,200,000 $1,200,000 $2,500,000 − 6. Total institutional credit hours 312,209 297,276 262,723 341,000
“You can be successful.You will be successful,and we will help you.”
O’dell Moreno Owens, MD
Our Mantra