Germanna Community College Fall 2015 From Access to Success Germanna and Community Colleges have focused on the Open Door The underrepresented are increasingly wellrepresented But for many students amp especially the traditionally underrepresented the door is a revolving door or a doo ID: 586419
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Slide1
State of the College
Germanna Community College – Fall 2015Slide2
From Access to Success
Germanna and Community Colleges have focused on the Open Door
The under-represented are increasingly well-represented
But for many students & especially the traditionally under-represented, the door is a revolving door or a door that leads nowhere.Focus now must be on SUCCESSDegrees & Credentials Leading to Productive EmploymentDegree attainment after TransferEquity in SuccessSlide3
Increased Diversity in Learners Demands Diversity in Teaching and Outreach
Curriculum and Outcomes
Teaching strategies
Outreach strategiesRemoval of barriersInstitutionalFacility designTechnologicalFinancialCollege cultureAdequate diversity of faculty and Staff
Role modelsWorld viewIndividualizationSlide4
Therefore
Focus on competencies and outcomes-based design and evaluation
Use technology to both individualize learning and transform how we teach and learn
Close the gap between students’ learning/degrees and needs of societyRedesign structures to more network-based organizationAlign college roles to future expectationsEvolve a sustainable financial modelAssess everything in terms of Equity of Outcomes and SuccessSteal from the BestSlide5
Planning 2021
Student Success and Usable CredentialsSlide6
Planning for 2021 – Context
VCCS Goal of tripling the number of credentials
Governor’s emphasis on industry-recognized credentials and workforce development
Germanna one of 4 colleges plus one consortium to receive government grant to produce more industry-recognized credentials100 plus achieved in 2014-152015-16 Virginia Legislative initiative to fund noncredit credentialingNational focus on community college student successGates FoundationLumina Foundation
Complete CollegeFederal and State GovernmentsSlide7
Review of Planning History
2007-08 Mission, Vision, Values & 5 Strategic Initiatives revised or created
2009 – Reviewed for Achieve 2015
2014 – Public Visioning SessionsCulpeperOrangeStafford2015 February Learning DayCollege faculty and staff visioning sessionsMission session2015 Mission review
Led by College CouncilApproved by College Board in MaySlide8
Strategic Initiatives
Developed in 2007-08
Revised in 2009
VCCS Goal of tripling credential attainment between 2015 and 2021Progress reviewed quarterly at College Council and College BoardProgress reported to ChancellorNext stepsPresidents Listening Visits up to 50 faculty and staff (begun in August)Fall Learning Day All-College discussionsCollege Council reviews and recommends
President’s Council reviews and decidesCollege Board reviews and approves (January 2016)Climate Survey 2015Slide9
Listening Visits
Summary of what I have heardSlide10
What We Are Proud About
Our mission and how we help the less fortunate
Our work gives us purpose and
creativityOf our students and graduatesOvercoming oddsMaking a difference in our communities and for our studentsOf each otherCaring faculty and staff – passion for student successWe go the extra mile to help students succeed
We are problem solvers and innovatorsThe quality of the people hereAll the resources and services we offer our studentsThe right mix of career and transfer programsWe partner with other organizations“Working at Germanna has been the hardest job I have ever had but has given me the most satisfaction
.”“Germanna changed my life when I came here as a student.”Slide11
What We’d Like to See Changed
More staff in certain areas
More training and cross-training
Less turfism and fewer organizational siloesSome feel we have lost a sense of close communityImprove communicationMore events that bring all of us togetherBetter articulation of military training and industry certifications to creditsMore student activities, especially in the arts
Find a way to advertise to the under 40sSlide12
What We Think Will Help Students Succeed
One-on-one caring
Help more students to succeed in developmental math
More weekend and evening hours for support servicesThe team approach worksStudent success coachesHave a more diverse facultyA class schedule planned further in advance and better coordinated across disciplines and locationsGeneral Education woven throughout curriculum: Faculty as a whole take ownership of
gen. ed. outcomes and assessmentSlide13
Strategic Initiatives
Progress and ReviewSlide14
Become
a Learning-Centered college, where quality teaching and support services foster student learning and success.
Student success coaches have improved success rates for at-risk cohorts to be equivalent to that of “mainstream” students
Student success rates improving slowly (discussed more later)Gladys P. Todd Academy for Underserved Students72% completion for SAILS progress surveysNew Career and Transfer Center with 2 new FT Counselors and 1 staffSlide15
Develop outreach efforts, programs, and services that fulfill the promise of affordable access to educational opportunities and workforce development for all the constituents of our service area
Signed
lease for training space in Caroline
County (partially supported by Caroline County 3 year appropriation)Added 6th high school career coachGladys Todd Academy funded by $2,000,000 Doris Buffet donation
Workforce Development achieving 115% of “employers served” goalCollege Recruiter at Churches and eventsStudent Services working with Culpeper Regional Adult EducationImplementing DoL Veterans Service Demonstration ProjectDiversity Council has developed a diversity plan which has been sent to VCCS for approvalSlide16
Develop partnerships and alternative resources to better enable the College to achieve its mission.
University of Mary Washington
Nursing program
Co-enrollment programCaroline County 3 year appropriation for CenterGladys Todd Academy funded by $2,000,000 Doris Buffet donationWorkforce received Federal Grant to reward industry recognized certificate productionSlide17
Develop systems of continuous improvement and a culture of accountability to be better stewards of the resources and mission in our care
Successfully implemented new Compliance Assist software for tracking assessment data and strategic plan progress
Completed Civil Rights review
College received several commendations College addressed directly or developed a plan to address areas of concernSlide18
Invest
in people through professional development, recognitions and rewards
systems
All employee groups received raises of 2 to 4% beginning this monthAdjunct faculty promotion plan budgeted for $125,000 per year beginning 2015-16VCCS task force on planning-based evaluation for administrative facultyImplemented pilot for redesigned New Employee OrientationAssessment completed for New Faculty Academy with improvements recommended and being implementedSlide19
Student Success
Context and Report CardsSlide20
Germanna’s Report Cards (WalletHub
)
2015’s Best & Worst Community Colleges
Germanna number 217 out of 670Cost & Financing (Cost per student and faculty salaries) – Germanna number 641Classroom Experience (CCSSE) – Number 525Education
Outcomes (Success and graduation rates) – Number 105Career Outcomes (Return on educational investment) – Number 23CCSSE says their results should not be used for comparing collegesBut they
are and will be used to compareSlide21
Germanna’s Report Card (CollegeMeasures.org)
Strategic Measure
Outcome
National Rank Among
All CollegesNational Rank AmongMedium-sized Public Colleges
TrendPercentilePercentileGraduation + transfer rate34.0 %28th36thFirst-year retention rate85.2 %67th76thCost per student (FTE)
$7,24817th19th
Cost per completion
$33,36020th
8th
Completions per 100 FTE students
22
53rd
79th
Cost of attrition *
$0.8m
N/A
N/A
Student loan default rate
0.0 %
11th
10th
Salary to Cost Ratio
115.1 %
93rd
96th
* Amount spent by the college to educate first-year degree-seeking students (first-time, full-time) who did not begin a second year.Slide22
Germanna Report Card
(National Center for Education Statistics)Slide23
Germanna Report Card
(National Center for Education Statistics)Slide24
Germanna Report Card
(National Center for Education Statistics)Slide25
Germanna Report Card
(National Center for Education Statistics)Slide26
Germanna Report Card
(National Center for Education Statistics)Slide27
Germanna Report Card
(National Center for Education Statistics)
Students Receiving Veterans’ BenefitsSlide28
College Completion – Chronicle of Higher Education
We have since moved into the middleSlide29
College Completion – Chronicle of Higher EducationSlide30
College Completion – Chronicle of Higher EducationSlide31
Planning for Success
The next 5 yearsSlide32
Three Big Efforts
Guided Pathways (versus the shapeless river)
Starting right – The first 5 courses
Incentives to successCombined with other efforts in a system of integrated processes and practices and supported by a culture devoted to student achievement and success
Three concurrent sessions to explore further and develop task forcesSlide33
How do we know?
Community College Research Center
Aspen Institute
Complete College AmericaIndiana Commission for Higher EducationCenter for Community College Student EngagementCompletion by DesignLumina FoundationAchieving the Dream
Carnegie FoundationLearning WorksSlide34
Impatient Optimists –
Bill
& Melinda Gates Foundation
Four Solutions We Believe In:Financial aid that makes college affordable for students with the most need and promotes both access and success.
Pathways that guide all students to a certificate or degree, regardless of how or where they began their education. Technology
that personalizes learning and helps students navigate the path to a certificate or degree. We believe that technology cannot replace the human element of higher education but can enrich it.Information that empowers students to make decisions about where and how they attend college, educators to identify students who need help and gauge how best to support them, and policymakers to determine how to target limited public resources toward student success.Slide35
Among Germanna’s Many
Strengths
Dedicated faculty and staff devoted to student success
Germanna is already more focused course selectionExcellent Tutoring and Support ServicesStudent Success CoachesSAILS Early warning SystemImproved SDV & Orientation ProgramSlide36
The Essential Challenge – Not Either/Or
Help more students attain a useful degree or credential in a reasonable time without a significant student loan debt
AND
Help more students find their way to a career that pays well and enables them to live a good lifeANDHelp more students to transformative and deep learning that leads to a fulfilling and richer lifeANDHelp more students be productive and involved citizensSlide37
Noncredit CredentialsSlide38
Efforts to Triple Noncredit Credentials
Better recording of the credentials already earned by our noncredit and credit students
Obtain results from testers or test-takers
Monies from Federal grant used to build capacityFaculty training for now credentialExpanded ApprenticeshipsSlide39
Navigating the Shapeless River
Improving Student Success at GermannaSlide40
Undecided = At-Risk
Too many of our students
Major in I Don’t Know
Graduate in I Don’t KnowTransfer in I Don’t KnowGeneral studies (often undecided)2,163 of our students are classified as AA&S General Studies out of 6,149 total. 35.2% of our student population (Fall 2014) Slide41
Success rates
Retention Rates (Fall to Spring as well as Fall to Fall) have been steady for last 5 years
Within 10 years of enrolling at GCC—for both first time in college and transfer students:
34.1% of students will have completed their associates degree 22.7% of students will have completed their associates degree at GCC11.4% of students will have completed their associates degree somewhere elseSlide42
What will be easier with Structured Pathways
Guaranteed schedule
Course scheduling
Faculty advisingSlide43
The Challenge AheadSlide44
The Challenge Ahead
Increase
student success with no more state resources than we have now
Assure Equity in student access, success and employee diversityImprove our ability to work across department lines AND our sense of being a communityDemonstrate with data what we have done and need to doContinue
to treat our students as people we care enough about to both challenge and support them as individualsTriple useful and usable credentials by 2021 Hold each other mutually accountable while respecting our differencesSlide45
Guided Pathways
Lessons from the Aspen InstituteSlide46
Guiding Students Down the River into the Right Tributary
Broad Pathway
Program
Major
Major
CareerCareerProgramProgramProgramSlide47
Learning
outcomes
Completion
outcomes
Labor market
outcomesEquity in outcomesHigh absolute performanceImprovement over timeFour Measures of Community College ExcellenceSlide48
If our Goals followed the Aspen 4 Measures:
COMPLETION: Triple the number of degrees, certificates and industry-recognized credentials by 2012 (VCCS State Goal)
LEARNING: Continue to develop as a Learning Centered College so that students learn what they should and we measure ourselves by what they learn
LABOR MARKET: Improve the success of our graduates in their short- and long-term employment and in their bachelor-degree attainmentEQUITY: Ensure equitable outcomes for all learners regardless of gender, ethnicity, socio-economic status, and better support the underserved towards their successSlide49
Completion/transfer rates that far surpass the national average
Outcomes of Prize Finalist CollegesSlide50
Exceptional improvements over time in completion
Outcomes of Prize Finalist Colleges
Increase in the number of credentials awarded at Valencia College, 2002-2011
AA, AS/AAS Degrees and Certificates/Diplomas Awarded
84%
increase over 6 years46% increase over 6 years66% increase over 6 yearsSlide51
Far greater equity in outcomes than the national average
Outcomes of Prize Finalist Colleges
Three-year completion and/or transfer rates for underrepresented
minority students compared to the national average
Brazosport College (TX)
Santa Barbara City College (CA)Santa Fe College (FL)Slide52
Exceptional short-term labor market outcomes for graduates
Outcomes of Prize Finalist Colleges
Average salaries of recent graduates compared to the average for all new-hires
in the region (top three performers)
Regional average
Regional averageRegional average40% above avg.
79%
above avg
.
82%
above avg
.Slide53
Exceptional long-term labor market outcomes
Outcomes of Prize Finalist Colleges
Average salaries of graduates 5 years after graduation compared
to the average for all workers in the region (top three performers)
Regional average
Regional averageRegional average55% above avg.
38%
above avg
.
65%
above avg
.Slide54
VCCS
Annual 2% increase of budget allocation to student success by self-designed system-wide performance funding formula
By 2019-2020 the allocation should be between 12-20%
FundingSlide55
Themes characterizing the institutions that achieve
exceptional outcomes for students:
1
2
3
4
5Strong Leadership and Organizational Culture
Guided Pathways to Continuing Education and Well-Paying Jobs
Intentional Focus on Improving Teaching and LearningStrategic Data Use to Improve Practice and Close Equity Gaps
Partnerships and Structures Aligned to Defined Student OutcomesSlide56
Build
new pathways to success
, including narrowly defined course sequences, aligned to what comes next: workforce and four-year transfer.
Exceptional colleges have comprehensive strategies for student success centered on clear pathways
:Slide57
Focus
support services on pathways goals
(e.g. career/major counseling, early alerts, intrusive advising).
Exceptional colleges have comprehensive strategies for student success centered on clear pathways
:Slide58
Miami Dade College
Faculty and advisors were engaged to create new simple degree pathways for 60% of incoming students.
Result: New default curricula for five degree pathways that, together, serve 60 percent of all new students.Slide59
Lake Area Technical Institute
Structured, cohort-based, block-schedule programs ensure students stay on track.
Result: 76 percent graduation rate is among the nation’s highest.Slide60
Structured “Metamajors” - Examples
Arizona State University
Engineering
, Math, Technology & Physical SciencesArts/Humanities/DesignHeath & Life SciencesSocial/Behavioral SciencesGeorgia State UniversityFlorida state university
Austin Peay State UniversitySlide61
Structured “Metamajors” - Examples
Florida Colleges
Arts, humanities, communication and design
Business EducationHealth sciencesIndustry/manufacturing and constructionPublic Safety
Science, technology, engineering, and mathematicsSocial and behavioral sciences and human servicesOdessa College – TexasArts & HumanitiesBusiness & IndustryHealth SciencePublic & Consumer Service
STEMSlide62
Starting off Right
The First 5 CoursesSlide63
Valencia Community College
Valencia’s highest student attrition occurs in the first fifteen credit
hours
“Starting right” will produce significant increases in long-term student achievement:focusing key resourcesthoughtfully designed learning experiences
plenty of good energysupport at the “front door”Valencia looked at the “gatekeeper courses” that most students take in their first 15 credit hoursImproving success here is criticalSlide64
Incentives to SuccessSlide65
Financial Incentives
“Financial aid incentives have many benefits. They
simultaneously
reduce the cost of attending college while rewarding positive academic performance.”Our Piece of the Pie®, Inc. Attending part-time is one of the top 7 risk factorsSlide66
Truckee Meadows Community College (Nevada)
Incentive
grants to encourage students to attend full-time and graduate within three yearsGraduation Incentive GrantThe Graduation Incentive Grant is offered to help students close to graduating, but needing a little extra help to completeFreshman Incentive Grant
Apply for financial aid and be shown as needy Must enroll full time, at 12 or 15 Fall, and 12 or 15 Spring Semester credits Must enroll in math and English during Fall Semester Have to complete more than two-thirds of their classes each semester Maintain a 2.0 grade point average (GPA)Slide67
The Challenge Ahead
Increase
student success with no more state resources than we have now
Assure Equity in student access, success and employee diversityImprove our ability to work across department lines AND our sense of being a communityDemonstrate with data what we have done and need to doContinue
to treat our students as people we care enough about to both challenge and support them as individualsTriple useful and usable credentials by 2021 Hold each other mutually accountable while respecting our differences