enrollment development provide a systematic assessment of strengths, weaknesses, opportunities, and...

Enrollment Development

• Provide a systematic assessment of strengths, weaknesses, opportunities, and threats; through analysis of aggregate data including customer feedback.

Optimize Enrollment

• Headcount & FTE• Underrepresented groups• Close gap between application and

enrolled• Reduce wait time to enter limited

enrollment programs• Retain more students


• Develop a coordinating and unifying effort among the campus community and region to promote college enrollment via marketing and recruiting strategies for Early College

a) Dual Enrollment/Dual Credit; b) Seniors to Sophomores; c) Post Secondary Enrollment Optiond) College NOW


Example: After serving approximately 250 dual credit students this year, local districts have requested more than 800 college seats for next year – more than it can accommodate through state grant funds. Of 27 dual credit students responding thus far to an online survey, 70% said their dual credit experience made them more likely to apply to college after graduation.


• Increase community/regional awareness of NC State Online Education and Transfer with the Associate of Arts/Associate of Science degrees

Critical Path timeline

ODL dept. restructured

ODL dept. restructured

President’s Announcement

2-2-08

President’s Announcement

2-2-08

CAO assigns work teams2-7-08

CAO assigns work teams2-7-08

LMS Decision4-14-08

LMS Decision4-14-08

Policies redacted 6-1-08

Policies redacted 6-1-08

Work team Orientation

2-26-08

Work team Orientation

2-26-08

LMS team created 2-7-08

LMS team created 2-7-08

LMS admin & ODL training 4-16-08

LMS admin & ODL training 4-16-08

Online transition new LMS

6-17-08

Online transition new LMS

6-17-08

Web enhanced transition new LMS

9-8-08

Web enhanced transition new LMS

9-8-08Online adjunct pool

recruitmentOLN

9-08-08

Online adjunct pool recruitment

OLN9-08-08

Online adjunct pool trained

11-19-08

Online adjunct pool trained

11-19-08

New SMS implemented 6-1-09

New SMS implemented 6-1-09

Project review7-1-09

Project review7-1-09

Outcomes published12-1-09

Outcomes published12-1-09

Project completion12-31-09

Project completion12-31-09


• FY 08 enrollment target projected at 6.0% increase.

• FY07 credit hour total = 87,970• FY08 credit hour total = 90,997• Actual FY08 enrollment = 3.4% increase• FY 09 enrollment target projected at 3.5%.• FY 09 credit hour target = 94,182

Build effective relationships with prospective

and currently enrolled students to influence

college choice and persistence• Supporting and engaging SPARC Improve the flow of regional high school

graduates into college or advanced workforce training. SPARC has set a bold goal: 85% of all high school graduates will go on to attain a postsecondary credential by age 22 within ten years or show progress.

Workforce Development and Enhancing Healthcare

• Regional Innovation Grant (RIG) will be providing key indicators as to the direction Economic Development region six and the college must take to provide the educational opportunities to meet the demand for a highly skilled workforce in health and manufacturing. During a recent site visit, a a federal RIG program officer was highly impressed with our progress.

Regional manufacturing is projected to remain above state and national levels,

not including the thousands of

replacement jobs from retirements.

Regional health care jobs (not including replacements, are projected

to grow by 10% in the next five years)

The pilot project served 3,020 participants, including768 in Integrated Systems Technology, 524 in DieTechnology, 1,043 for customized training in variousaspects and 685 youth assessments to provideimproved career direction. This amounted to 1,705unique individuals, since some participants took multipleareas of training. Of adult workers trained, 142 wereunemployed.

Die Tech

Youth

Customized

IST

Below is an example in health from Lakeland Community College:

Supervisor or Manager (CSU)

Health Information Technology/Health Information Administration (LCC)

Certified Coding Associate (ACC) Certified Coding Specialist (ACC)

Medical Transcriptionist (ACC, LCC)Cancer Tumor Registry (ACC)

Unit Assistant (ACC)Medical R ecords Clerk (ACC)

Medical Biller (ACC , LCC)

Nuclear Medicine

Computed

Tomography MRI

Medical Laboratory TechnicianRadiologic

TechnologistSurgical Technician

Respiratory Tech

PhlebotomyElectocardiogram

Technician

Bachelor of Science in Nursing (CSU)

Registered Nurse (LCC)

Licensed Practical Nurse (ACC)

Medical Asst (LCC)EMT/Paramedic (ACC,

LCC)

Home Health Aide(ACC)

Patient Care Medical Administration Allied Health

Tier 4 $23.10 -$35.82Bachelors

Tier 3 $16.07 - $20.81Associates

Tier 2 $12.28 - $13.42 GED/Associates

Tier 1 $8.67 Š $9.23GED

Intensive work readiness

Academic, Career & Support Service, Assessment,

ScholarshipCareer/Job Coach

PortfolioSkill Building (Remediation)

Recruitment Sources:Tier 1, 2, 3 positions Incumbent workers ABE participants One Stop clients

Healthcare Career Pathways

Key:ACC (Auburn Career Center)LCC (Lakeland Community College) CSU (Cleveland State University)

Workforce Development and Enhancing Healthcare• Health care programs have revised procedural

processes and added programs to allow for increased admission and retention of students.

• A continuing study of adding more opportunities for clinical experiences is needed.

Achieving the Dream

• NC State Achieving the Dream priorities are: improving student success in developmental courses and improving student success in gateway (AKA gatekeeper) courses

Achieving the Dream

• To support our chosen priorities, our current Achieving the Dream work has two strands. All action steps in our work plan tie to either

1) Improving curriculum and instruction or

2) strengthening the college advising system.

Achieving the Dream

• A critical area of focus for FY09 will be developmental mathematics. Mainly due to turnovers in key personnel (Cyders, Rountree, Pat Kent) this is an area where our work needs to gain traction.

Achieving the Dream

Key Point #4: Performance indicators and measures have been established so that we can measure the outcomes of our Achieving the Dream work.

Major AtD AccomplishmentsAtD continues to bring a needed focus on developmental education that historically hasn’t always existed at NC State, despite the fact that most students take developmental courses. It has created new synergy amongst faculty and advising staff to get students to that college-level goal, and continues to spark a variety of new ideas to meet this goal. Nelson-Denny post-levels for developmental reading have tremendously increased as have longitudinal success rates.

Major AtD AccomplishmentsAnother very noticeable change is the energy and focus it has created amongst gatekeeper English (ENG 101) faculty. ENG 101 is the only course that every NC State student must take to graduate. Consequently, it plugs right into the AtD philosophy of institution-wide change. The English department was extremely engaged during the gatekeeper data collection phase in Spring 2007, and based on this data crafted major strategies such as mandatory tutoring (for both students and faculty) and reduced class sizes. When looking at 6-quarter outcomes, it appears still too early to detect the impact of these strategies but in one short-term view, pass rates for cohort students taking the course in Fall 2007 were 71%, significantly higher than prior Fall quarters.

Major AtD NeedsA major short-term need entails refining math strategies at both the developmental and gatekeeper levels. Since increasing the math cut-scores and implementing mandatory placement, the number of developmental sections has mushroomed and the math faculty has done its best to keep up. However, numerous math strategies have stalled as discussed earlier in this narrative, and the college is further raising the stakes next year when it will require all students, regardless of major, to test out of or pass at minimum the highest developmental math level.

Major AtD NeedsAnother major disappointment has been the lagging performance of African American students despite being selected as a demographic group in need of strategic intervention. Generally the age (23-29) and sex (male) groups have improved in developmental and gatekeeper English according to the six-quarter outcomes. While outcomes in developmental reading and writing did slightly improve for African Americans, only three of 30 cohort students from 2006 had completed gatekeeper English within six quarters.

Core Learning Outcomes:

•Competencies needed-NC State graduate

•Communication•Computation•Computer Literacy•Critical Thinking•Culture and Community•Competency in Profession

•Documented on our Student Success Plan•http://ncstatecollege.edu

http://ncstatecollege.edu/

http://ncstatecollege.edu/

Progress Report for 07-08:

Culture & Community Pilot

Computer Literacy Pilot

Computation – Math 103 standard

Biennial Schedule and Assessment Day Proposal (http://www.ncstatecollege.edu/committees/assessment/default.htm)

Core Learning Outcomes-Syllabus Project

Graduate Survey

Core Learning OutcomesExample: Measuring critical thinking through ACT standardized College Assessment of Academic Proficiency (CAAP) test sampling approximately 100 outgoing students. For the second straight year, NC State met the two-year college national average of 61. Note the CAAP score range is 40-80. The following chart compares the results of specific programs for both years. Keep in mind differences in sample size and makeup for certain categories, such as Community Services, when interpreting the results. The Assessment Committee is breaking out the results of individual programs and sharing them with chairs/deans.

Core Learning OutcomesCollege Assessment of Academic Proficiency

2006 & 2007 Average CAAP Score by Program

6159

63 62

59

62 61 6161 61

6462

58

62 61 61

54565860626466

BUSDM

TCIS

HEALTH

COM. S

ERVICE

MEC

NC STATE

NATL AVG

2006

2007

1 2006 cohort including ACC majors as well as BUS majors, 2007 BUS majors only 2 2006 cohort included AsDN and RES majors only; 2007 included AsDN, RES and PTA 3 2006 cohort included HSV majors only, 2007 included HSV and CRJ 4 2006 cohort exclusively CollegeNOW students, 2007 cohort was traditional students 5 2006 cohort included PLG class, replaced in 2007 with CRJ class

College Foundation Resource Development

for 2009 Capital Campaign

Student Support

• Grants for necessities and

scholarships for entrepreneurs

Innovation

• Grants for creative, meaningful faculty and staff projects

Facilities

• Kehoe project completion

• Fallerius entrance renovation

Looking Ahead

Looking Ahead

• New Program Ideas(Computer Engineering, mechatronics, advanced catering, entrepreneurship, occupational therapy, health services, etc.)

• Development of Potential Performance Measures• Strategic Plan for Higher Education• Ohio Skills Bank• Community College Partnership Initiatives (Northwest State, Central Ohio Technical College, Marion Technical

College)• Training Provider Partnerships (One-Stop, Adult Education, ABLE)

Looking Ahead

• Coordination of Workforce Assessment Programs (WorkKeys, SkillsMax)• Campus Policeman (Campus Security Measures)• Professional Growth for Faculty regarding campus security measures• OSU Campus Student Life Center• Capital Bill Community Projects (Fallerius, Kehoe)• Expanded Development of Outreach Center Classes (Associate of Arts Degree)• Expansion of the University Center • Dual Enrollment /Dual Credit Program Expansion• Seniors to Sophomores Initiative (OSU collaborative)• Lease space for Governor’s Region 6 Office in Kehoe

Looking Ahead

• SPARC P16 (employment of director)• Expansion of high school partnerships (development of practices and procedures manual for early college programming, expansion of summer institutes)• Expansion of Ohio State University Mansfield partnership (promote transfer of students and increased emphasis on regional baccalaureate degrees)• Minority Faculty Recruitment (work with community families to “grow our own”.• Transfer courses and AA transferability

Looking Ahead

• Increased emphasis on professional development (valuing people-adjunct professors)• Current Capital Projects (Health Sciences-June ’08, Fallerius-June ’08, Main Campus Paving-July ’08, Kehoe paving and HVAC controls- August ’08)• Expansion of Counseling and Support Services• Maximize use of industrial credentialing and stackable certifications• Working with Owner Ralph Phillips for collaborative development of industrial park surrounding the Kehoe Center.• Vice President for Learning (development of Council of Deans)

2008-2009 BudgetProposed: May 28, 2008

FY ’09 Budget Planning Assumptions

• State Appropriations Remain at Biennium Budget Allocation.

• Tuition Freeze Remains in Effect

• Enrollment increase of 3.5% for 2008-2009.

• Fill All Current Vacant Positions.

• Consider Planning Advisory Committee’s Recommendation.

State Appropriation as a Percent of Total Budget

Total Budget

OBR State Share of Instruction & Access

Challenge% of Total Budget

FY ‘08 19,476,438 $7,851,180 40%

FY ’07 19,512,369 7,435,615 38%

FY ’06 19,641,971 7,503,682 38%

FY ’05 18,091,500 7,668,178 42%

FY ’04 16,744,411 7,018,038 42%

FY ’03 16,316,545 6,856,649 42%

FY ’02 14,465,047 7,071,485 49%

FY ’01 14,967,227 7,549,845 51%

FY ’00 14,147,298 7,252,804 52%

North Central State College Enrollment DataFall Quarter

2,841 2,813

3,102

3,547

3,3443,234

3,1273,193 3,184

2,429

2,263 2,262

2,0732,189

2,074

916824

948

1,118 1,081972

1,054 1,0041,074

1,925 1,9892,154

2,0221,9781,940

1,769 1,745

2,1132,100 2,0721,965

800

1300

1800

2300

2800

3300

3800

FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY2008

Total Enrollment Part-Time Enrollment Full-Time Enrollment Annual FTE

FY '08 Unrestricted Increase (Decrease) $670,474*

FY '08 Plant Fund (Capital) Increase (Decrease) 156,984

Increase (Decrease) in Net Assets $827,458

Unrestricted Net Assets Beginning of Year 3,917,243

Unrestricted Net Assets End of Year 4,744,701

Estimated 12% Reserve (Operating Budget) 2,469,795

Estimated Available Fund Balance $2,274,906

Estimated Fund Balance Calculation

*Projected based on average deficit of final 2 months of fiscal year over last 5 years.

$14,465,047

$16,316,545 $16,744,411

$19,641,971 $19,562,451

$7,071,485

$8,231,278

$19,476,438$18,091,500

$7,503,682$7,851,180

$7,435,615

$6,859,100

$7,018,038

$5,346,848

$6,856,649

$8,607,549$8,557,454$8,538,375

$7,668,178

$7,372,750

$2,353,623

$2,046,714

$2,600,796

$3,988,424

$2,192,044$3,604,696 $3,017,709

$1,000,000

$2,500,000

$4,000,000$5,500,000

$7,000,000

$8,500,000

$10,000,000$11,500,000

$13,000,000

$14,500,000

$16,000,000

$17,500,000$19,000,000

$20,500,000

$22,000,000

FY 01-02 FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08

Total Budget OBR Subsidy/Access Student Fees All Other

Budget Overview

Budget Planning Recommendations• Wage increase of 3.0% with a $1,2501 guarantee.

• Implement a $1 per hour adjunct wage increase.

• Fund recommended PAC initiatives.– Initiative Assessment Development– Adjunct Faculty Professional Development– Core Learning Outcomes Assessments– Distance Learning

• Expand Full-Time Positions– English Faculty– Behavioral Science Faculty– OTA Faculty/Program Director– CDC Child Care Specialist– Foundation Database Specialist

• Use fund balance to cover projected deficit.

1Prorated for other than full-time.

Revenue by Source

FY ’08 AMENDED

FY’09

PROJECTED DIFFERENCE

State Share of Instruction $6,920,002 $7,448,422 528,420

Access Challenge 785,656 778,666 (6,990)

Jobs Challenge 145,522 142,807 (2,715)

Student Tuition and Fees 8,634,358 9,013,386 379,028

Non-Credit Nursing 14,638 20,330 5,692

Other Revenues 516,000 519,314 3,314

University Center 70,833 36,000 (34,833)

Capital Debt Service 166,000 159,000 (7,000)

Child Development Center 545,507 607,906 62,399

Workforce and Community Development 500,000 388,675 (111,325)

Facilities 50,000 69,000 19,000

Fund Balance 1,127,922 1,398,116 270,194

Total $19,476,438 $20,581,622 1,105,184

Expenditure by Type

FY 2006-2007 Budget FY 2007-2008 Budget $ Change

Payroll $8,607,549 $9,074,284 $466,735

Benefits 3,228,764 3,556,491 327,727

Printing 106,471 106,871 400

Advertising 165,768 165,768 0

Postage 104,155 109,155 5,000

Shared Campus Expense 1,560,869 1,648,482 87,613

Professional Development 212,005 202,293 (9,712)

Grants and Scholarships 347,000 344,000 (3,000)

Equipment Lease & Rental 194,741 194,741 0

New Equipment 350,699 317,139 (33,560)

Professional Fees 255,026 243,087 (11,939)

Debt Service 53,405 53,405 0

All Other Expenses 1,483,472 1,613,316 129,844

Child Development Center 649,479 753,003 103,524

Corporate 734,177 692,415 (41,762)

Facilities 1,422,858 1,507,172 84,314

Total Budget $19,476,438 $20,581,622 $1,105,184

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enrollment development provide a systematic assessment of strengths, weaknesses, opportunities, and...

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