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2018 Edition
Priority 1: Improve student
learning and success
Priority 1 Strategies
Develop stronger student relationships by effectively implementing
navigator advising
Offer accelerated college-readiness programs
Improve efficiency and effectiveness of student communication by
pushing more messages, using a CRM and other techniques
Gather and monitor metrics from transfer institutions and employers
concerning graduate success
Enhance career services and job placement
Train faculty to improve higher cognitive order learning
Reduce variability in rigor across curriculum by utilizing a Course
Management System
Priority 1 Strategies (cont.)
Utilize outcomes assessment data to improve general education
curriculum
Develop degree or certificate options for academically-challenged
students
Develop academic plans from program/discipline rotation plans and
improve schedule efficiency
Implement a student success course for developmental students
offered during the first academic term
Implement a process to limit enrollment after classes have begun Implement programs to help students improve placement scores
Goals:
5863
5954
0 0
60
62.565
67.570
0
10
20
30
40
50
60
70
80
2015 2016 2017 2018 2019 2020
Increase fall-to-fall full-time retention rate from 58% to 70%
Fall to Fall FT Retention Aim line
Source: IPEDS Fall Enrollment and Retention Rates
3944
4144
0 0
41
4446
4850
0
10
20
30
40
50
60
2015 2016 2017 2018 2019 2020
Increase full-time completion rate from [35%] to 50%
Full-Time Completion Aim line
Source: IPEDS Graduation, Transfer and Completion Rates
3531
28 27
0 0
3739
4143
45
0
5
10
15
20
25
30
35
40
45
50
2012 2016 2017 2018 2019 2020
Increase fall-to-fall part-time retention rate from 35% to 45%
Fall to Fall PT Retention Aim line
Source: IPEDS Fall Enrollment and Retention Rates
Source: NCCBP Form 2
17
26.6
11.6
15.918
1920
2122
0
5
10
15
20
25
30
2015 2016 2017 2018 2019 2020
Increase rate of part-time students who graduate or transfer to four-year colleges from 17% to 22%
Part-Time Completion Aim line
90
71
94.6
0 0 0
90 90 90 90 90 90
68 68 68 68 68 68
0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017 2018 2019 2020
Keep job placement rate at 90% (68% floor)
Maintain job placement Aim line Floor
Source: 180 Day Follow Up
68
Source: NCCBP Form 9
48 46.6 49.7
48 48.6 49.3 50
0
10
20
30
40
50
60
2014 2016 2018 2020
Improve student perception of rigor on CCSSE
Perception of Rigor Aim line
Source: NCCBP Form 9
48 46.6 49.7
48 48.6 49.3 50
0
10
20
30
40
50
60
2014 2016 2018 2020
Improve student perception of rigor on CCSSE
Perception of Rigor Aim line
68
77.4 80.7
70.5
68 69.5 71 72 73.5 75
0
10
20
30
40
50
60
70
80
90
2015 2016 2017 2018 2019 2020
Increase Math developmental success rate from 68% to 75 %
Math Success Rate Aim line
Source: NCCBP Form 8 Math Completer Success Rate
Source: NCCBP Form 8 Enrollee Success
68
83.977.5
72.7
68 69.5 71 72 73.5 75
0
10
20
30
40
50
60
70
80
90
2015 2016 2017 2018 2019 2020
Increase English developmental success rate to 75%
English Success Rate Aim line
95.1 92.5 96.9
0 0 0
90 90 90 90 90 90
0
20
40
60
80
100
120
2015 2016 2017 2018 2019 2020
Maintain rate of licensures and certifications at or above 90%
License & Certification Rate Aim line
Source: Institutional Research, Performance Indicator Survey
Source: NCCBP Form 4 Full-Time Next Term Persistence Rate
82.2 81.7 81.89 80.29
82.2 83 83.5 84 84.5 85
45
50
55
60
65
70
75
80
85
90
2015 2016 2017 2018 2019 2020
Increase full time fall-to-spring retention to 85% by 2019-20
Fall-Spring Retention Aim line
Priority 2: Recognized as a
great place to work
Priority 2 Strategies
Achieve national recognition as a great place to work.
Utilize gap analysis from various data sources, such as the
Chronicle of Higher Education’s “Great Colleges to Work For”
survey, the SFCC Campus Quality Survey and exit interviews to
identify ways to increase employee satisfaction and communication
Expand and improve the new employee orientation program
Develop job specific training programs
Develop job specific training manuals
Develop training processes to improve employee performance
Grow employee recognition and promote fun within the college family
Goals:
7873
62
79 80.5 82 83.5 85
0
10
20
30
40
50
60
70
80
90
2015 2016 2017 2018 2019 2020
Increase percent of employees who are satisfied or very satisfied from 75% to 85%
Satisfied or Very Satisfied Aim line
Source: Campus Quality Survey; Replaced by CESS in 2018 (same question)
Priority 3: Help students with
financial responsibility
Priority 3 Strategies
Retain the services of a firm with expertise in student loan
repayment
Decrease student loan default rate
Provide training on student financial responsibility to appropriate
employees
Explore and implement opportunities to enhance or to develop
general education curriculum addressing financial responsibility.
Goals:
Source: Financial Aid Office
2825 24 23
28
25
21.5
18
0
5
10
15
20
25
30
2015 2016 2017 2018
Reduce student loan default rate from 28% to 18% by 2017-18
Student Loan Default Rate Aim line
Source: VP of Finance and Administration
2
1.431.23
32.8
2.62.4
2.22
0
0.5
1
1.5
2
2.5
3
3.5
2015 2016 2017 2018 2019 2020
Reduce Return to Title IV as a percent of tuition and fee revenue to 2% by 2019-20
Return to Title IV Aim line
Ensure that 90% of all students meet financial literacy learning outcomes
Although we provide financial literacy in the form of presentations, activities and speaking engagements, we do not measure the outcome or keep track of how many students would meet any learning outcome.
Source: Financial Aid Office
Priority 4: Increase net revenue
Priority 4 Strategies
Develop enrollment management and retention plans to maximize
net revenues, including plans to attract out-of-district students and
build enrollment where there is capacity
Evaluate adding intercollegiate programs, e.g., athletic teams,
livestock judging team, etc.
Explore opportunities to improve facilities to increase revenue and
to improve efficiency
Develop sponsorships that generate revenue for unrestricted or
restricted use
Priority 4 Strategies (cont.)
Expand and support relationship marketing efforts of faculty, alumni
and students
Increase mill levy and /or expand taxing district
Expand programs and services in continuing and community
education
Pursue grants that, when considering direct and indirect expenses
and revenues, increase net revenues
Establish revenue/cost ratio goals for programs
Goals:
Source: NCCBP Form 13, SFCC Report Card
1718
15 15.5
1920
2122
0
5
10
15
20
25
2015 2016 2017 2018 2019 2020
Increase percent of service-area high school graduates attending SFCC
% of HS Market Share Aim line
-5.8-5.1
1
-5.6
5 5 5 5
-8
-6
-4
-2
0
2
4
6
2015 2016 2017 2018
Achieve sustainable 5% annual student enrollment growth
Student Enrollment Growth Aim line
Source: IPEDS Credit Hours Produced, SFCC Report Card
11861074
960
1222
0
200
400
600
800
1000
1200
1400
15-16 16-17 17-18
Grow nonservice area enrollment by 3% by 2017-18
Nonservice Area Enrollment Aim line
Source: IR Dept; Cognos: Public Folders>Cognos>Judi Reine>Enrolled by County by Year
(-19%)
$3,425,945 $3,438,933 $3,564,509 $3,425,945
3597242
3768540
3939837
4111134
$4,282,430
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
2015 2016 2017 2018 2019 2020
Increase local property tax revenue by 25% by 2019-20
Property Tax Revenue Aim line
Source: VP of Finance and Administration
(4.1%)
$1,121,621
$1,465,668
$1,196,828 (6.5%) $1,233,783
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2015 2016 2017 2018 2019 2020
Increase non-tuition revenue by 10% by 2019-20
Non-tuition Revenue Aim line
Source: VP of Finance and Administration
Priority 5: Increase the proportion of credit hours taught
by full-time faculty
Priority 5 Strategies
Conduct a fact-based, transparent evaluation of all programs and
determine optimal part-time / fulltime mix
Hire more full-time faculty
Goals:
3236.5 37.5
40.8
3435.5
3738.5
40
0
5
10
15
20
25
30
35
40
45
2015 2016 2017 2018 2019 2020
Increase portion of credit hours taught by full-time faculty from 68%/32% to 60%/40%
Portion taught by Full Time Aim line
Source: NCCBP Form 16C
Priority 6: Efficiently deliver
high-quality programs and services
Priority 6 Strategies
Use gap analyses of the employee survey metrics related to
productivity and quality as a guide for areas to improve
Identify and implement processes and systems that improve
efficiency and effectiveness
Engage employees in continuous quality improvement projects
Complete implementation of project management system and the
continuous improvement system
Explore adding a department responsible for managing the quality
system, document control and project and process management,
including training and change management
Goals:
$10,490.00 11234.00 $11,293.00 (>120%)
9277.00 9064.009370.00
$0.00
$2,000.00
$4,000.00
$6,000.00
$8,000.00
$10,000.00
$12,000.00
2015 2016 2017 2018 2019
Total Core Expenses per FTE compared to Missouri rural community colleges
Total Core Expenses per FTE Comparison group
Source: IPEDS Date Feedback Report, SFCC expenditures/comparison group expenditures
The data source for this goal, the Campus Quality Survey, is not available after 2016
0.938
1.113
0.9380.838
0
0.2
0.4
0.6
0.8
1
1.2
2015 2016
Reduce the quality/productivity improvement results survey gap from .938 to .838
Survey gap Aim Line