State of the College - PowerPoint Presentation

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