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End of Year Performance Report
of the Annual Plan 2008–2009
Prepared by: Institutional Advancement Office
End of Year Performance Report of the Annual Plan 2008‐2009
TABLE OF CONTENTS
Page
Overview ......................................................................................................................................... 1
Statistical End of Year Summary ..................................................................................................... 1
Highlights: FY 2009 Major Accomplishments ................................................................................ 3
Key Performance Indicators and Metrics Summary ....................................................................... 9
Key Performance Indicators: Mount Wachusett Community College’s
Performance Report .............................................................................................................. 10
Programs of Distinction ......................................................................................................... 32
July 2009 i
Overview Mount Wachusett Community College’s Strategic Plan, Reaching New Heights of Excellence, Impact, and Performance sets a well defined vision and direction for institutional growth and development. The college brings its strategic vision, goals and objectives to life each year through an annual initiative/action planning process. Annual strategic initiatives/actions define for a given year what initiatives/actions have been approved that year to advance the college’s strategic vision, goals and objectives.
The FY 2009 (AY 2008‐2009) End of Year Performance Report is an analysis of how well the college performed in terms of accomplishing annual initiatives/actions and associated performance metrics established in the FY 2009 Annual Plan at the start of the fiscal year.
The college’s annual planning process incorporates a formal process for mid‐year progress review and end of year assessment of accomplishments and outcomes. Results from the end of year assessment provide direction and insight for institutional, divisional, and departmental planning and quality improvement.
The following section provides a statistical summary of FY 2009 initiatives (by strategic goals and objectives) completed, still in progress, and not completed. End‐of‐year reports and an annual inventory of departmental/divisional accomplishments were prepared by executive leaders with the direct involvement and input of college staff actually responsible for objective implementation.
Following this statistical summary are highlights of major FY 2009 accomplishments and a comprehensive analysis with dashboard indicator graphs on how well MWCC fared on key performance indicators and metrics.
Statistical End of Year Summary The FY 2008 Strategic Initiative Plan consisted of 126 initiatives/objectives scheduled for completion in fiscal year 2009. The college has successfully completed 91 or 72.2% of its initiatives/objectives. In addition, another 10 initiatives are in progress and on track for completion by 2010 bringing the college’s successful plan completion rate to 80.1%. Twelve objectives slated for FY 2009 could not be completed because they were either reliant on capital monies that did not become available or additional operational funds that the budget could not absorb. Another 13 objectives were not completed as a result in a change in priorities.
The chart below provides a quantitative summary by each of the college’s five strategic goals.
July 2009 1 of 33
Total Initiatives/Objectives
# / % Completed in FY 2009
# / In Progress-Will Be Completed by 2010
# / % Not Completed-Capital or Operational Funds Not Available
# / % Not Completed-Change in Priorities
Goal 1.0 40 31 4 3 2
77.5% 10.0% 7.5% 5.0%
Goal 2.0 17 10 2 5 0
58.8% 11.8% 29.4% 0.0%
Goal 3.0 30 21 2 0 7
70.0% 6.7% 0.0% 23.3%
Goal 4.0 30 24 1 2 3
80.0% 3.3% 6.7% 10.0%
Goal 5.0 9 5 1 2 1
55.6% 11.1% 22.2% 11.1%
Total 126 91 10 12 13
% 72.2% 7.9% 9.5% 10.3%
Overview Chart
July 2009 2 of 33
Highlights: FY 2009 Major Accomplishments Curriculum and Instruction • Broader faculty participation in service learning led to a 10 percent increase in the number
of students participating in service learning during the academic year and a 25 percent increase in the number of hours contributed by students.
• The college implemented a new withdrawal policy which effectively decreased the number
of course withdrawals this academic year. • Academic Affairs eliminated four undersubscribed certificate programs and replaced them
with three new certificate programs in relevant, emerging job fields. • The School of Health Sciences and Community Service Programs and the School of Liberal
Arts, Mathematics, Education, and Developmental Studies collaborated to obtain funding from the Commonwealth Corporation for restructuring the developmental education program and piloting it within an accelerated allied health certificate program.
• Implemented an outcomes assessment plan that led to 98 percent of the college’s academic
programs completing a curriculum mapping exercise and 100 percent of the college programs completing an annual update.
• Doubled enrollment in the Physical Therapist Assistant program by relocating it to larger,
more modern space at the Devens campus. • Implemented a new four day course schedule which resulted in more effective classroom
space usage and helped to reduce college operating costs. • Increased the number of high school articulation agreements by 10 percent over FY2008. Lifelong Learning and Workforce Development • Developed a close, collaborative relationship with the Career Center resulting in three new
programs designed for a s. 30 and TRADE funded population: ESL; ABE/GED (held at Devens); and Advanced Computer Training (Devens). These programs were designed in direct response to the extra training funds provided under the Economic Stimulus bill, and all three are currently approved for funding and are ongoing.
• MWCC was contracted by the Department of Corrections to participate in the CEA
(Correctional Education Association) Six‐State Study. The college sent instructors into MCI Shirley Medium, MCI Framingham, MCI Cedar Junction, and Old Colony Correctional Center. Ten sections of classes were held generating 123 registrations. Classes included ENG101, POL205 and PSY105.
July 2009 3 of 33
• The VITA tax preparation program hours of operation were expanded by collaborating with MOC, resulting in increase in number of returns filed on behalf of low‐income individuals by our five student volunteers and one faculty member.
• Developed an ESL training combined with basic computer skills for dislocated workers who
seek to improve the language and computer skills they need to re‐enter the workforce. The training, named Workforce Development ESL and Basic Computer Skills, is designed to serve a maximum of 15 students for 20 hours per week at the Leominster campus. Most of the participants are receiving unemployment benefits which include attending this training for 26 weeks, while others are people who want to advance their employability skills and pay on their own for 4‐week modules at a time.
• Conducted 14 basic computer skills training sessions for 120 day and evening ESL students
during the months of October and November. Students learned how to login to WebConnect and access their individual student information. More sessions were held in May and June to assist ESL students access their registration and financial aid information. A second training session was offered to community members who may become potential MWCC students.
• Reduced annual costs associated with operating Leominster campus by eliminating third
floor rental space and eliminating open access to computer printers. • Developed process for consistent academic oversight of faculty at Leominster campus
including syllabus review, class observations, and increased mentoring. • The workforce development revenue report includes a 2008 fiscal year single year increase
of $536,022 in grant revenue, with an additional $89,026 in state reimbursement revenue, and an outstanding $420,000 in contracted grant application submissions before July 1, 2009 since the prior year Annual Inventory of Accomplishments report, thereby totaling $625,047.60 in FY new revenue.
Student Support Services and Success Initiatives • Targeted marketing initiatives and intensive outreach to new populations generated an
annual enrollment increase for FY09 of about six percent in headcount and eight percent in credits. Enrollment growth among dual enrollment students reached 25 percent, aided by securing approximately $85K in State funding for targeting this student population group.
• In collaboration with ISS staff, implemented an online PIN reset functionality for students,
improving web customer service for students and freeing staff time for solving other customer service issues.
• In spring 2009, pandemic planning and infection control education and services were
activated by the Health Services office in response to the H1N1 pandemic.
July 2009 4 of 33
• Financial Aid Office staff effectively served the explosive growth in demand for financial aid from new and returning students, one symptom of the current economic recession. Increased financial aid assistance for potential applicants and their families was provided through the sponsorship of weekly free FAFSA workshops. Aid applications received by the office increased by 100 percent over FY09. The office has developed and implemented WebConnect financial aid self‐service information that now allows 100 percent, 24/7 access for students to their financial aid information and status.
Civic Engagement • Received national recognition through Carnegie Classification Award for Advancement in
Community Engagement and Teaching Instruction. • MWCC was named to the President’s Higher Education Community Service Honor Roll by
the Corporation for National and Community Service. • Received Compassion Capital Fund continuation grant approval for year three of grant, and
awarded $80K in re‐grant funding to local nonprofits. • Hosted internship with Human Services department for six interns who developed asset
map on youth development programs in the North Worcester County region. • Successfully administered United Way Youth Venture program with over 983 students
participating with 11 partnering schools. College Access and K‐12 Collaborations • Upward Bound Math and Science Program: Successfully launched a residential program
for 35 low‐income, first generation and minority middle and high school students, giving them a true campus experience. In June, two seniors graduated and will go on to college.
• GEAR UP: Currently serving 1,001 students from the classes of 2011 and 2012 at Fitchburg
and Montachusett Regional Vocational Technical High Schools. Highlights include 85 percent of students completing community service activities in 2009; 85 percent participating in workshops; and 80 percent in a mentoring program. In addition, 40 percent of FHS faculty participated in GEAR UP sponsored professional development
. • Educational Talent Search: Continues to support low income, first generation and minority
middle and high school students from 7th grade towards graduation. In 2009, 90 percent of graduating seniors went on to college, 25 percent of those enrolling at MWCC through our MWCC Senior Day activity in the spring. In addition, 99 percent were promoted to the next grade level.
• Tech Prep: Since July 2008, over 100 students from Montachusett Regional Vocational
Technical High School, Leominster CTE and Fitchburg High have been given college
July 2009 5 of 33
readiness activities including campus tours and tutoring. An additional 125 have taken the Accuplacer at MWCC with the intentions of enrolling at MWCC in the fall.
• Gateway to College: Relocated the Gateway partnership to the Ralph C. Mahar Regional
High School to outreach to a vastly underserved population. On June 23, 32 students graduated from the program (10 with a GPA of 3.0 or greater), gaining national attention from the Gateway Network.
• One Stop Career Center: In collaboration with MA Department of Elementary and
Secondary Education (DESE), the North Central Career Center, and the local Workforce Investment Board (WIB), MWCC offered local youth 95 summer job placements through the WIB youth works funds in 2009 and is currently recruiting for summer 2010.
• ABE: Successfully implemented new DESE program that transitions GED students into
MWCC classes. Using the Gateway model and combining Gateway and ABE students has resulted in a higher student success rate in the combined cohort.
• MCAS: Through our grants with both Fitchburg High and the Massachusetts Department of
Elementary and Secondary Education, over 100 students took part in the MCAS programs this year with an annual pass rate of 60 percent, well above the 50 percent average pass rate of other grantees statewide.
• STEM: In collaboration with the Central Massachusetts Workforce Investment Boards,
MWCC received a contract through the Mid Massachusetts STEM Pathway Project to provide 400 north central youth (134 per year) with information on STEM careers through pathways experiences. An additional 22 north central high school students will be supported as they enroll in STEM programs at technical high schools.
College Operations Facilities • The college secured $735,277 to implement eleven energy conservation measures that will
reduce our electrical consumption by approximately 15 percent. • The college secured $25,000 from DCAM to repair the theater elevator. • The Devens campus build‐out was completed. • An additional dental operatory was installed at the Burbank campus. Energy • 100KV of photovoltaic panels were installed, as was a high efficiency white roof to improve
the efficiency of the photovoltaic array.
July 2009 6 of 33
• The college completed the NEPA analysis for the wind turbine project and received an additional award of approximately $1 million.
Fiscal • The college developed and implemented a new campus‐wide budget process for FY10 and
beyond in response to growing urgency for fiscal restraint. • Cost saving strategies for FY09 were implemented as a result of a reduced state
appropriation and two consecutive 9C reductions. • The college assumed operation of the cafeteria and food services after years of contracting
out this service, resulting in improved customer satisfaction with dining operations and reduced cost to the institution over past contract agreements.
• The Campus Police Department certified an officer in C‐CERT, College Emergency Response
Team, and developed the capacity to now train additional staff.
• Media Services installed a new SIMS lab at the Devens campus and upgraded the Gardner SIMS lab using funds from the Northern Tier grant.
• The college’s annual audit of their financial statements was completed with no material
weaknesses or instances of noncompliance reported. • The process of converting all part‐time employees (approximately 700) from the local
BANNER system to the Commonwealth’s HRCMS payroll system was completed. Positive impact for MWCC is administrative and system cost; consolidated financial reporting; assured tax compliance; disaster recovery preparedness; and data will be stored in one system and accessible through the Information Warehouse. Positive impact for employees will be access to direct deposit and the state’s web‐based, self service PAYINFO system; easier access to Mass Health Connector including Section 125 pretax deductions.
• With the assistance of other departments and divisions, the Marketing Office implemented cost‐savings measures on publications production in comparison to the prior year totaling about $45,000 by eliminating the printing of the college catalog ($14,000), changing to a free notebook instead of the Student Success Manual ($4,000), changing the format and mailing pattern of the president’s report ($1,200), and restructuring class schedule publications ($26,000).
• The Institutional Advancement Office provided expertise, direction, and training to college
departments and divisions in the planning and preparation and writing of fully developed fundable concepts to external funding sources. For FY09, the office submitted 54 grants seeking $6,693,713 in new funding support. 43 decisions have been made so far with 35 projects funded to date – a current success rate of 81 percent. $5,464,426 has been awarded (as of June 30th) in new and continuation funding for fiscal year 2009.
July 2009 7 of 33
Information Systems and Support • The office deployed several new initiatives this year, including a Phase III Enterprise
Wireless System, Student Active Directory, a new file server, and a host of new web based processes to reduce time or cost for the college. The web processes that were developed include: an Active Server Page was developed to enable online giving to the MWCC Foundation by credit card from the MWCC website; Mass WR1 upload program for the College Business Office; OBR Reporting system for the Human Resources Office; transcript print functions for advisors in the Enrollment Services Office; National Student Clearinghouse degree and data verify processes for the Student Records Office; and seven new reports and/or processes implemented for the Financial Aid Office.
• Equipment upgrades enacted this year included installing new point‐to‐point circuits with Virtual Private Lines; configuring computers to meet the green law specifications; configuring, building, and imaging two Macintosh labs for student use; creating two new student labs at the Devens campus; and upgrading voice communications by installing a new Avaya phone switch, retooling the voicemail system, and implementing higher quality phone lines for the Leominster and Gardner campuses.
July 2009 8 of 33
Key Performance Indicators and Metrics Summary
Key Performance Indicators‐‐Summary of Results and Dashboard Indicator Graphs
July 2009 9 of 33
MWCC KEY PERFORMANCE ACCOUNTABILITY OBJECTIVES AND INDICATORS
DHE ACCOUNTABILITY OBJECTIVE: ACCESS TO PUBLIC HIGHER EDUCATION IN MASSACHUSETTS DHE uses five indicators to assess accessibility to public higher education in Massachusetts:
1) Annual Enrollment Headcount; 2) Annual Enrollment FTE; 3) Fall Enrollment Headcount; 4)
Fall Enrollment FTE; and 5) Minority Enrollment.
Q: Are Massachusetts public colleges and universities readily accessible to all
residents?
Context for Annual FY 2008
Fiscal year 2008 will be remembered for record high gas prices and fears that transportation
costs would impede students’ ability to attend commuter colleges. Intense competition for
students reflected the stagnating population trend in the Commonwealth.
July 2009 10 of 33
Access Indicator 1: Annual Enrollment Headcount DHE Target: Stable and consistent enrollment pattern Institutional Target: Steady annual increase of 2% to 3%
2003 2004 2005 2006 2007 2008Mt. Wachusett 5,399 5,774 5,570 5,587 5,710 5,882
4,500
5,000
5,500
6,000
6,500
Access Indicator 1aAnnual Unduplicated Headcount: FY 2003 to 2008
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Access Indicator 1b5 Year Growth Rate Annual Credit Headcount: FY 2003 to 2008
Sources: 2003 & 2008 HEIRS Annual Student File
Community College 5 Year Growth Rate = 2.8%
RESULT: Exceeds Targets
Annual 2008 Credit Headcount Enrollment has a one‐year growth rate of
3% and a five‐year growth rate of 8.9%. MWCC ranks fourth among the
15 Massachusetts community colleges in five‐year growth rate.
July 2009 11 of 33
Access Indicator 2: Annual Enrollment FTE DHE Target: Stable and consistent enrollment pattern Institutional Target: Steady annual increase of 2% to 3%
2003 2004 2005 2006 2007 2008Mt. Wachusett 2,341 2,411 2,402 2,498 2,522 2,610
1,900
2,150
2,400
2,650
2,900
Access Indicator 2aAnnual FTE: FY 2003 to 2008
-20%
-15%
-10%
-5%
0%
5%
10%
15%
20%
Access Indicator 2b5 Year Growth Rate in Annual FTE: FY 2003 to 2008
Community College 5 Year Growth Rate: 5.2%
Sources: 2003 & 2008 HEIRS Annual Student File
RESULT: Exceeds Targets
Annual 2008 FTE one‐year growth rate is 3.5% and five‐year growth rate
is 11.5%. MWCC ranks fourth among the 15 Massachusetts community
colleges in five‐year growth rate.
July 2009 12 of 33
Context for Fall 2008
Fall 2008 marked the beginning of the fiscal year 2009 economic meltdown. As the banking
crisis crippled economies around the world, fuel prices plummeted and the unemployment rate
soared. The predictable impact on community colleges around the nation saw increased
demand as the unemployed (and those fearing unemployment) sought to retool, while
graduating high school students found themselves priced out of the four‐year college market.
Access Indicator 3: Fall Enrollment Headcount DHE Target: Stable and consistent enrollment pattern Institutional Target: Steady annual increase of 2% to 3%
Fall-2003
Fall-2004
Fall-2005
Fall-2006
Fall-2007
Fall-2008
Mt. Wachusett 4118 4165 4170 3937 4147 4385
3500
4000
4500
Access Indicator 3aFall Unduplicated Headcount: FY 2003 to 2008
Sources: HEIRS Fall Enrollment
July 2009 13 of 33
0.0%2.0%4.0%6.0%8.0%
10.0%12.0%
Access Indicator 3bPercentage Change in Fall Unduplicated Headcount:
FY 2007 to 2008
Sources: HEIRS Fall Enrollment
Community College 1Year Growth Rate = 5%
RESULT: Exceeds Targets
Fall 2008 Credit Headcount Enrollment one‐year growth rate is 5.7% and
the five‐year growth rate is 6.5%. MWCC ranks fifth among the 15
Massachusetts community colleges in one‐year growth rate.
July 2009 14 of 33
Access Indicator 4: Fall Enrollment FTE DHE Target: Stable and consistent enrollment pattern Institutional Target: Steady annual increase of 2% to 3%
Fall-2003
Fall-2004
Fall-2005
Fall-2006
Fall-2007
Fall-2008
Mt. Wachusett 2456.5 2505.5 2586.2 2,398.9 2523.6 2689.0
2000
2500
3000
Access Indicator 4aFall FTE: FY 2003 to 2008
-2.0%0.0%2.0%4.0%6.0%8.0%
10.0%12.0%14.0%
Access Indicator 4bPercentage Change in Fall FTE: FY 2007 to 2008
Sources: HEIRS Fall Enrollment
Community College 5 Year Growth Rate = 5.8%
RESULT: Exceeds Targets
Fall 2008 FTE one‐year growth rate of 6.6% and five‐year growth rate of
9.5%. MWCC ranks fifth among Massachusetts community colleges in
one‐year growth rate.
July 2009 15 of 33
Q. Do underrepresented and disadvantaged populations have adequate
access to public higher education?
Access Indicator 5: Minority Enrollment BHE Target: At or above the % of minorities, 18 years and over, in the 80% draw
communities. Institutional Target: At or above the % of minorities in the college’s 29 cities/towns service
area as well as 80% draw communities.
Fall-2003 Fall-2004 Fall-2005 Fall-2006 Fall 2007 Fall 2008% Minority 16.25% 15.93% 16.50% 17.50% 19.02% 20.48%
0%
10%
20%
30%
Access Indicator 5Percentage of Fall Enrollment Comprised of Minorities: FY 2003 to 2008
% Minority Population in 80% Draw Cities and Towns, 18 & Over, = 17%
Source: HEIRS Fall Enrollment; MWCC Communities = DHE 80% Draw Cities & Towns; Minority Population, 18 & Over - Census 2000
% Minority Population in MWCC Service Area 18 & Over, = 11%
RESULT: Exceeds Targets
Fall 2008 percentage minority enrollment is 20.5%. The number and
percentage minority enrollment at MWCC has grown steadily over the
past 10 years. In fall 2008, 20.5% of the student body are minorities,
exceeding the 17% minority percentage of MWCC’s 80% draw area
(population 18 and older), exceeding the 11.8% of the central regions
minority representation, and exceeding the 11% minority representation
of MWCC’s service area.
July 2009 16 of 33
DHE ACCOUNTABILITY OBJECTIVE: AFFORDABILITY OF MASSACHUSETTS COMMUNITY COLLEGES Q. Are tuition and fees reasonable in terms of what the market can bear?
Affordability Indicator 1: % of Median of Family Income BHE and Institutional Target: At the state community college system average and/or northeast
CC average.
2003 2004 2005 2006 2007 2008Mt. Wachusett $3,410 $4,010 $4,010 $3,970 $4,120 $4,420 Community College Average $2,833 $3,265 $3,380 $3,477 $3,526 $3,661 North East Average $2,971 $3,063 $3,294 $3,428
$-$1,000 $2,000 $3,000 $4,000 $5,000
Source: MA DHE Linear Trends ,Tuition and Fees Survey; US Census; American Community SurveysNote: Median Household Income lags tuition & fees by one fiscal year.
Affordability Indicator 1aTuition & Fees
2003 2004 2005 2006 2007 2008Mt. Wachusett 5.1% 5.9% 5.8% 5.5% 5.5% 5.6%Community College Average 4.2% 4.8% 4.9% 4.9% 4.7% 4.7%North East Average 4.8% 4.8% 4.9% 4.9%
0.0%1.0%2.0%3.0%4.0%5.0%6.0%7.0%
Source: MA DHE Linear Trends ,Tuition and Fees Survey; US Census; American Community SurveysNote: Median Household Income lags tuition & fees by one fiscal year.
Affordability Indicator 1bTuition & Fees as % of State Median Family Income
RESULT: Meets Targets
The institution’s tuition and fees as a percent of median family income is 5.6%. The
percentage of median family income for northeast regional average is 4.9% and the
Massachusetts community college average is 4.7%.
July 2009 17 of 33
DHE ACCOUNTABILITY OBJECTIVE: STUDENT SUCCESS AND ACADEMIC QUALITY DHE uses seven indicators to assess student success and academic quality: 1) First‐ Year Persistence Rates; 2) Community College Student Success Indicator: Fall 2003 Cohort; 3) Fall‐to‐Spring Retention Rate; 4) Credit Course Completion Rate; 5) Degrees Conferred; 6) Pass Rate for the National Nursing Licensure Examination; and 7) Enrollment in Workforce Development Courses. Q. Are students persisting towards completion at acceptable rates?
Success and Quality Indicator 1: First‐ Year Persistence Rates BHE Target: Shows Stable and Consistent Retention among matriculated
students. Institutional Target: Consistently improve retention of all matriculated students at
a minimum of 1% to 2% per year.
Fall-2002 Fall-2003 Fall-2004 Fall-2005 Fall-2006 Fall-2007Community College % Retained
or Transferred 64.2% 64.5% 64.2% 63.6% 65.5%
Mt. Wachusett Community College % Retained or
Transferred62.3% 59.5% 58.1% 56.0% 64.3%
Community College % Retained at Institution 57.0% 55.6% 55.7% 55.3% 56.5% 57.70%
Mt. Wachusett Community College % Retained at Institution 51.3% 50.4% 47.8% 46.5% 52.6% 52.5%
0%
20%
40%
60%
80%
Success and Quality Indicator 1Fall to Fall Retained at Institution or Transfer-Out
First-time Full-time Degree-Seeking Students
Source: HEIRS Fall Enrollment File; National Student Clearinghouse
N/A
RESULT: Needs Improvement
First‐year (fall to fall) persistence rate is 52.5%. Persistence at MWCC has increased four
percentage points from 2003 to 2006, but did not improve in 2007 and remains below the
Massachusetts community college average of 57.7%.
July 2009 18 of 33
Explanation of New Indicator This new indicator measures the percentage of new fall 2003 cohort who have earned a degree, transferred, earned at least 30 credits or are still enrolled within four years. New students (first‐time, transfer, readmit, or new non‐degree seeking) who attempted at least 18 credits with the first two years of enrollment and were not enrolled in ESL courses are included in the new fall 2003 cohort. Success and Quality Indicator 2: Community College Student Success Indicator: Fall 2003
Cohort BHE Target: Shows Stable and Consistent Retention among matriculated
students. Institutional Target: Consistently improve retention of all matriculated students
at a minimum of 1% to 2% per year.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
% Still Enrolled
% earned Credits
% Transferred
% Graduated
Source: MA DHE
Success and Quality Indicator 2: Four‐Year Overall Success Rate
RESULT:
Fall cohort four‐year overall success rate of 72.4%. MWCC was above the community college
average in the percentage of students who graduated within four years (40.6% for MWCC
compared to 34.3% for CC average), but below average for the percentage that transferred
(11.3% for MWCC compared to 15.7% for the CC average), earned at least 30 credits (18.9% for
MWCC compared to 20% for the CC average) or are still enrolled after 4 years (1.6% for MWCC
compared to 1.7% for the CC average). MWCC ranked sixth among the 15 Massachusetts
community colleges on this new indicator. The State community college average overall success
rate is 71.9%.
July 2009 19 of 33
Context for Fall to Spring Persistence
The fall to spring persistence rate is based on the new degree seeking fall 2007 cohort who
completed at least nine credits in the fall, did not enroll in ESL courses, and did not graduate
prior to the spring 2008 semester.
Success and Quality Indicator 3: Fall‐to‐Spring Retention Rate BHE Target: Shows Stable and Consistent Retention among matriculated
students. Institutional Target: Consistently improve retention of all matriculated students at
a minimum of 1% to 2% per year.
50%
60%
70%
80%
90%
100%
Success and Quality Indicator 3Fall to Spring Persistence Rate ( Fall 2007 Cohort)
Community College Average:
90.8%
Source: HEIRS Fall 2007 Enrollment File, Annual 2008 File
RESULT: Needs Improvement
The Fall to Spring persistence rate is 86.7%. MWCC’s fall to spring persistence
rate has been stable for the last three years, but is below the Massachusetts
community college average of 90.8%.
July 2009 20 of 33
Success and Quality Indicator 4: Credit Course Completion Rate DHE and Institutional Target: 75% Community College course completion rate.
2003 2004 2005 2006 2007 2008Mt. Wachusett 81% 81% 80% 82% 83% 81%Community College
Average 76% 77% 77% 76% 76% 76%
72%
76%
80%
84%
Success and Quality Indicator 4Annual Credit Course Completion Rate
Source: HEIRS Annual File
RESULT: Exceeds Target
Annual course completion rate for FY 2008 is 81.1%. MWCC consistently
exceeds the Massachusetts community college average course completion rate,
76.1% for FY 2008, as well as the 75% target rate set by DHE.
July 2009 21 of 33
Q. Are colleges producing graduates qualified to meet workforce needs, especially in labor shortage areas? Success and Quality Indicator 5: Degrees Conferred DHE and Institutional Target: Stable and Consistent Degrees/Certificates Conferred
2003 2004 2005 2006 2007 2008
Total 494 547 644 665 713 642Certificates 113 160 202 210 238 196Associates 381 387 442 455 475 446
0100200300400500600700800
Success and Quality Indicator 5Annual Degrees: FY 2003 to 2008
Source: HIERS Degrees Conferred
RESULT: Meets Target
The number of annual degrees and certificates awarded for FY 2008 was 642.
MWCC’s three year average number of degrees conferred is 673.
July 2009 22 of 33
Success and Quality Indicator 6: Pass Rate for the National Nursing Licensure Examination DHE Target: 85% Nursing Exam Pass rate Institutional Target: At or above the state and national rate for Associate Degree
Nursing Programs
0%
20%
40%
60%
80%
100%
2003 2004 2005 2006 2007
Mt. Wachusett Community College Average
Success and Quality Indicator 6:Nursing Exam Pass Rate
Source: Masachusetts Board of Registration in Nursing, National council of State Boards of Nursing
Department of Higher Education Target Rate: 85%
RESULT: Needs Improvement
The pass rate on the 2007 Nursing Exam was 80.6%. MWCC fell below the DHE
target for the first time in five years.
In 2007, there were significant changes to the NCLEX Exam. The MWCC nursing
program addressed the drop in MWCC’s 2007 NCLEX Nursing Exam pass rate by
instituting more tutoring sessions, math workshops, more referrals to the
academic support center, and a realignment of curriculum to the NCLEX Test
Plan. The curriculum changes were focused on teaching and assessing MWCC
nursing students’ higher level application type knowledge. The MWCC NCLEX
pass rates for 2008 improved to 92.9% as a result of the changes implemented in
the nursing program. The Nursing program continues to adjust curriculum to
prepare students appropriately for the NCLEX Exam.
July 2009 23 of 33
Q. Are community colleges actively offering regional opportunities for job
training/skill upgrading?
Success and Quality Indicator 7: Enrollment in Workforce Development Courses DHE Target: Stable and consistent enrollment in not for credit workforce development courses. Institutional Target: Steady annual increase in not for credit workforce
development course enrollment.
2003 2004 2005 2006 2007 2008Mt. Wachusett 3,261 3,480 4,125 5,574 6,270 12,579
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
Success and Quality Indicator 7Annual Enrollment in Not-for-Credit Workforce Development Courses:
2003 to 2008
Source: 2003-2008 HEIRS Annual File
RESULT: Exceeds Target
The annual number of not for credit workforce development course
enrollments was 12,579, over twice as many course enrollments that
occurred in 2007.
July 2009 24 of 33
DHE ACCOUNTABILITY OBJECTIVE: EFFECTIVE AND EFFICIENT USE OF RESOURCES DHE uses four indicators to assess effective and efficient use of resources: 1) Efficiency and Innovation; 2) Resource Allocation; 3) Compliance; and 4) Financial Health Indicator. Effectiveness and Efficiency Indicator 1: Efficiency and Innovation Activity 1: MWCC's Division of Lifelong Learning and Workforce Development has brought
nearly $540,000 to the region since July 1 by helping area businesses successfully
apply for state Workforce Training Fund grants. Since 2005, the college has brought
in $2.4 million in workforce training money for more than 40 area organizations.
Activity 2: MWCC continues to be a leader in renewable energy and sustainability. The
conversion of its all‐electric campus to a biomass system has resulted in cumulative
savings of over 26.9M kWh of electricity and 13.8M gals of water with a dollar value
of over $2.93M. MWCC has reduced CO2 emissions by 11,000 tons; NOx by 18 tons
and SOx by 47 tons. These reductions are equivalent to planting 3,012 acres of
trees and removing 1,920 cars from the roads.
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Q. Are colleges efficiently and effectively managing public resources? Effectiveness and Efficiency Indicator 2: Resource Allocation BHE and Institutional Target: Institutional Support Cost per headcount is at or below peer norm.
Effectiveness and Efficiency Indicator 2:Expenditures (IPEDS Categories) per Student
MWCC Actual, MWCC Budget Formula & National Peers
RESULT: Needs Improvement
Expenditures on Academics, Student Support and Plant Operations are above
peer norm.
RESULT: Meets Target
Instruction and Institutional Support expenditures are at peer norm.
July 2009 26 of 33
Explanation of Primary Reserve Ratio
This ratio provides a snapshot of an institution’s financial strength, resource sufficiency and
flexibility. The ratio indicates how long the college could operate using expendable reserves
without relying on additional new assets generated by operations. A ratio below 10% indicates
an institution lacks flexibility and may lack sufficient resources for strategic initiatives; a ratio of
40% is recommended for public higher education institutions.
Effectiveness and Efficiency Indicator 3: Compliance Effectiveness and Efficiency Indicator 4: Financial Health Indicator
Unrestricted Reserves (UR) ($3,118,151)Total Operating Expenses (TOE) $39,965,463 Primary Reserve Ratio (UR/TOE) -7.80%
FY2008 Primary Reserve Ratio
Effectiveness and Efficiency Indicators 3, 4: Primary Reserve Ratio
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DHE ACCOUNTABILITY OBJECTIVE: QUALITY DATA REPORTING Q. Are colleges fulfilling their responsibility to provide data in accordance
with a prescribed schedule?
RESULT: MWCC meets all BHE reporting requirements
DHE ACCOUNTABILITY OBJECTIVE: HIGHER EDUCATION COLLABORATION Q. Are colleges actively collaborating to achieve greater efficiencies and
higher quality?
Activity 1: MWCC and Nichols College have established an “Associate’s to Bachelor’s” Business
Program that began in fall 2008. Under the agreement, MWCC students who enroll
in the program will be jointly admitted to Nichols. After earning an Associate Degree
in Business at MWCC, students will complete a third year of business coursework at
MWCC, then transfer all 90 credits – equal to three years – to Nichols College and
pursue a Bachelor of Science in Business Administration degree in their fourth year.
Program flexibility is a significant advantage to the student, as fourth‐year
coursework taught by Nichols professors can be completed on the MWCC campus,
on Nichols’ campus in Dudley, or through Nichols’ online program.
Activity 2: The four public higher education institutions of central Massachusetts compose the
Central Links Partnership. MWCC has collaborated with Fitchburg State College,
Quinsigamond Community College, and Worcester State College over the past three
years to promote student transferability, institutional visibility, and operating cost
effectiveness at all four colleges. During this past year, significant accomplishments
July 2009 28 of 33
have included the development of a Transfer Waiver Agreement allowing for
seamless transfer of student records, and a Reverse Transfer Agreement which
enables participating students to receive an associate degree from their home
community college while studying at a four year college. Visibility for all four
institutions has been enhanced with the launch of the website CentralLinks.net,
pointing prospective students and residents from the region toward an information
clearinghouse of campus offerings and events. Significant cost savings of nearly
$60,000 have occurred through jointly negotiated agreements for credit card
processing fees, procurement cards, and check scanning equipment to process check
payments.
RESULT: Achieved shared services and cost‐sharing efforts
DHE ACCOUNTABILITY OBJECTIVE: K‐12 COLLABORATION Q. Are public colleges working effectively with K‐12 to achieve seamless
public education?
Activity 1: MWCC’s Summer Up program provides summer employment, field trips, and
leadership training to middle and high school students as well as safe recreation
spaces, activities, and meals for program participants and the hundreds of area
children ages four and above who attend the free six‐week program. Summer Up is
designed to decrease unsafe behaviors by providing meaningful service to nine sites
in four communities. Last year 135 middle school and high school students served in
the recreation work program; and 450 elementary school children from Fitchburg,
Leominster, Gardner, and Winchendon participated in the activities and lunch
program. The program is partially funded by a federal GEAR UP grant and also relies
on community contributions.
July 2009 29 of 33
Activity 2: MWCC's new Upward Bound Math Science program serves 50 students from the
three area high schools that have an aptitude for math and science, are from first
generation college families, and/or are income eligible. Last fall MWCC was
awarded a $1 million grant from the U.S. Department of Education for a four‐year
initiative. The goal is to help students develop their potential in math and science
and encourage them to pursue postsecondary degrees in these subject areas. The
students meet throughout the academic year for academic advising, counseling and
mentoring, MCAS and SAT preparation, math and science research projects, financial
aid and scholarship workshops, educational and cultural field trips. During the
summer, they participate in a residential component hosted at Fitchburg State
College. In addition to Fitchburg State, other partners providing academic and
career opportunities include Heywood Hospital, NYPRO Industries, and University of
Massachusetts, Lowell.
RESULT: Achieved work/outcomes with K‐12
July 2009 30 of 33
Business and Other Collaborations MWCC was awarded a $1.6 million federal grant from the U.S. Department of Labor under the
President’s Community‐Based Job Training Grants Initiative to expand its
Biotechnology/Biomanufacturing program in collaboration with Bristol‐Myers Squibb. The
partnership will develop career ladders and curricula to link pre‐employment, certificate, and
associate degree programs in biotechnology and biomanufacturing technology. Specifically, the
partnership will facilitate outreach programs in high schools and One‐Stop Career Centers to
expose youth and adults to career opportunities and will equip labs and hire training faculty.
This funding will support the training of approximately 190 students who will be trained at the
Devens campus. MWCC is one of 69 community colleges and community‐based institutions
that competed successfully to receive a total of $125 million in grants and is the only
Massachusetts organization selected in this third round of funding.
Construction of the Northeast Veteran Training & Rehabilitation Center on MWCC's Gardner
campus began this fall. The $8 million, privately funded center is a collaborative effort with
Veteran Homestead (VH), a nonprofit organization based in Fitchburg. The Massachusetts
Legislature approved a bill allowing MWCC to lease 10 acres on its campus to VH to build the
center. Veterans of the wars in Iraq and Afghanistan who have suffered loss of limbs, traumatic
brain injuries, post traumatic stress and/or disfiguring burns will be served by the center. In
lieu of payment for the lease, VH is providing the college with internship opportunities for
students enrolled in nursing and allied health programs. Designed as a model that other
colleges can replicate, the center is unique because it combines free rehabilitation services with
an academic component, while offering 10 duplex housing units to accommodate these
veterans and their families.
Through a federal Compassion Capital Fund (CCF) grant, MWCC's Institute for Nonprofit
Development re‐granted $80,000 to bolster 11 area social service agencies. The agencies will
receive training and assistance in the five critical areas of capacity building: leadership
development; organizational development; program development; revenue development
July 2009 31 of 33
strategies; and community engagement. The Institute, part of the Center for Democracy and
Humanity at MWCC, is an intermediary organization of the CCF. Awards were made to: The
Bridge of Central Massachusetts, Inc.; Cleghorn Neighborhood Center; Cornerstone Performing
Arts Center; House of Peace and Education, Inc.; Literacy Volunteers of the Montachusett Area;
Montachusett Interfaith Hospitality Network; Montachusett Addiction Council; Multi‐Service
Center; TeenAIDS‐Peer Corps; Warmer Winters; and Young Entrepreneurs Society, Inc.
Programs of Distinction
Gateway to College
Thirteen area students who previously dropped out of high school for various reasons received
their diplomas as part of MWCC’s Gateway to College program. The students, who were dually
enrolled at Gardner High School and MWCC, graduated from Gardner High on May 31.
Gateway to College opens a new door of opportunity for students ages 16 to 20 who have
dropped out or are on the verge of dropping out of high school, reside in a Massachusetts
school district, and are significantly behind in high school credits for their age or grade. The
program began at MWCC in 2006 through a $300,000 start‐up grant provided by Portland
Community College, with funding from the Bill and Melinda Gates Foundation and their
partners, the Carnegie Corporation of New York, the Ford Foundation, and the W.K. Kellogg
Foundation, and receives funding from Massachusetts Chapter 70 funds. Ninety students are
currently enrolled in the program, with 20 of them on‐track for graduation this spring.
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President's Higher Education Community Service Honor Roll
MWCC was named to the 2007 President's Higher Education Community Service Honor Roll,
with Distinction, a national honor granted to colleges and universities with exemplary
community service activities, one of just 127 nationwide named with distinction. The Honor
Roll is a program of the Corporation for National and Community Service and is sponsored by
the U.S. Department of Education, the U.S. Department of Housing and Urban Development,
the USA Freedom Corps, and the President's Council on Service and Civic Participation.
Honorees for the award are selected based on a series of selection factors including scope and
innovativeness of service projects, percentage of student participation in service activities,
incentives for service, and the extent to which the school offers academic service learning
courses. Nearly 500 MWCC students collectively volunteered more than 8,500 hours this
academic year through service learning projects benefiting children, adults, and organizations
throughout north central Massachusetts.
July 2009 33 of 33
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