End of Year Performance Report of the Annual Plan …mwcc.edu/.../01/FY10EndofYearPERFORMANCEReport.pdf · End of Year Performance Report of the Annual Plan ... End of Year Performance

End of Year Performance Report

of the Annual Plan 2009–2010

Prepared by: Institutional Planning and Effectiveness Office

End of Year Performance Report of the Annual Plan 2009‐2010

TABLE OF CONTENTS

Page

Overview ......................................................................................................................................... 1

Statistical End of Year Summary ..................................................................................................... 1

Highlights: FY 2010 Major Accomplishments ................................................................................ 3

Key Performance Indicators and Metrics Summary ....................................................................... 7

Key Performance Indicators: Mount Wachusett Community College’s

Performance Report ................................................................................................................ 8

Programs of Distinction ......................................................................................................... 29

October 2010 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 2010 (AY 2009‐2010) 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 2010 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 2010 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 responsible for objective implementation.

Following this statistical summary are highlights of major FY 2010 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 2009 Strategic Initiative Plan consisted of 106 initiatives/objectives scheduled for completion in fiscal year 2010. The college has successfully completed 75 or 70.8% of its initiatives/objectives. In addition, another 20 initiatives are in progress and on track for completion by end of FY 2011 bringing the college’s successful plan completion rate to 89.6%. Five objectives slated for FY 2010 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 6 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.

October 2010 1 of 30

Total Initiatives/Objectives

# / % Completed in FY 2010

# / In Progress-Will Be Completed by FY 2011

# / % Not Completed-Capital or Operational Funds Not Available

# / % Not Completed-Change in Priorities

Goal 1.0 29 18 9 1 1

62.1% 31.0% 3.4% 3.4%

Goal 2.0 25 22 2 0 1

88.0% 8.0% 0.0% 4.0%

Goal 3.0 19 19 0 0 0

100.0% 0.0% 0.0% 0.0%

Goal 4.0 21 12 2 3 4

57.1% 9.5% 14.3% 19.0%

Goal 5.0 12 4 7 1 0

33.3% 58.3% 8.3% 0.0%

Total 106 75 20 5 6

% 70.8% 18.9% 4.7% 5.7%

Overview Chart


Highlights: FY 2010 Major Accomplishments Teaching and Learning Responsiveness and Excellence • Developed new degree and certificate programs in energy management • Developed a pre‐engineering liberal arts degree program • Formed interdisciplinary faculty teams to increase students on “green” movement • Incorporated tutoring into developmental education • Restructured the developmental mathematics sequence • In Allied Health Certificate program, piloted pairing of developmental and credit course and

delivery with required lab • Implemented assessment tools within degree and certificate programs • Developed a capstone experience for the liberal arts/general studies and art programs • Placed outcomes assessment tools and data on Blackboard • Created learning cohorts for 3 programs: Broadcasting and Telecommunications, Criminal

Justice and Allied Health • Increased high school articulation agreements by 5% • Conducted MWCC Biotech Expo at Devens campus attended by faculty, community

members, biotech leaders, students, and vendors Student Success • Centralized all advising and advisor training through enrollment services • Identified and evaluated admissions, assessment, financial aid, orientation, and advising

business processes • Implemented the enhanced financial aid self‐service capabilities in Web Connect • Offered Contract Dual Enrollment courses for homeschooled students • Increased Accuplacer awareness in local high schools • Offered workshops to families, students, and the public to assist with the complex process

of financial aid • Enhanced environmental scanning and market research capacity reporting • Developed list of data elements predictive of student success and target highest risk

students • Investigated creating a portal using Google. A review committee will determine usage and

content • In September 2009, hosted a record number (approximately 1,800) of high school students

at annual College Fair. Nearly 200 colleges and universities from US and Canada and all branches of the military were represented, Army and Air National Guard included. College was awarded the regional fair of the year medal by NACAC in Washington DC

• Implemented an electronic book voucher. Emailed students the book voucher information and provided electronic book voucher listings to offices and branch campuses. Reduced the number mailing and printing costs by over $2,000 for the year

• Established “Future Tutors” program. Forty‐four students were referred by faculty for tutor status


• The MWCC tutoring program was awarded Level I, II, and III College Reading & Learning Association (CRLA) Tutor Certification

• Submitted renewal and received 2009 President’s Higher Education Community Service Honor Roll by the Corporation for National and Community Service

• Organized and hosted Community Vitality Summit ‐ 120 participants in attendance

• Through the Center for Democracy and Humanity and Academic Affairs collaborated with more than 30 organizations and 10 faculty members on service learning projects

Community Outreach and Involvement • Integrated Center for Democracy and Humanity (CDH) initiatives into Academic Affairs • Implemented a strategic plan for CDH and establish annual evaluation framework • Increased articulation agreements with targeted high schools; increased number of

locations where dual enrollment is offered; increased enrollment of need‐based students in dual enrollment classes; promoted statewide recognition of the Gateway to College model

• Developed and piloted GED and pre‐GED preparation classes coupled with basic pre‐employment skills for displaced workers and the unemployed

• Collaborated with the offices of Lieutenant Governor Timothy Murray, Secretary of Housing and Economic Development, Gregory Bialecki, and Fitchburg State College to coordinate and host a regional economic summit

• MWCC designed and implemented the Council for Resource Development (CRD) Specialist Training program on campus and in Washington, DC. Thirteen community college resource development officers nationwide came to MWCC to learn about best practices in grant development, grant management, fundraising, building relationships with funding agencies, and other topics

• Staff chaired Central Links Communications and Civic Engagement committees. The Communications committee worked with students at Fitchburg State College, and coordinated efforts of the communications committee to rebrand the organization, create a Community Impact Report, CL video, and all new marketing materials include stationary, envelopes, folder, fact brochure, and business cards. Arranged video shoots at various colleges; provided photography; provided information and guidance to students; reviewed content; and reviewed designs, etc.

• Collaborated with numerous outside organizations on public relations projects including: Mass Clean Energy Council; Mass Life Sciences; Massachusetts Department of Higher Education; Lt. Governor Timothy Murray’s office; Fitchburg State College; Nichols College; Central Links; Veteran Homestead, Inc.; and Johnson Controls, Inc.

• Collaborated with the town of Athol to secure $30,000 to establish a new Athol Training and Education Center

• Secured multiple workforce development grants, i.e., Learn at Work grant with UMass and Healthcare Skills Gap with Workforce Investment Board (WIB)

• The college was contracted by the Department of Corrections to participate in the Correctional Education Association (CEA) Six‐State Study. MWCC sent instructors into MCI Shirley Medium, MCI Framingham, MCI Concord and Old Colony Correctional Center. Eight sections of classes were held generating 122 registrations


Finances and Resources • Used Banner’s budget function with all cost centers to manage spending and adhere to

budget limits • Collaborated with instructional design department to develop automated trainings for cost

centers • Implemented e‐billing for student bills. Even though only partially implemented for one

semester, this resulted in a 25% reduction in postage costs • Completed a Request for Proposal (RFP) for the design and construction of two wind

turbines at MWCC. Reviewed the responses and selected a contractor. Secured all of the financing required for the construction of two wind turbines at MWCC

• Installed new energy efficient lighting in the theater to save $16,000 annually • Human Resources sponsored 24 unique professional development seminars (40 total

offerings); a total of 352 faculty and staff attended • Information Systems and Services (ISS) transitioned to a single username and password for

all systems. This username is also used as the email address (with @mwcc.edu) for the student. Usernames are now assigned from Banner and do not include any personal information. Passwords are randomly assigned by the Banner system and a new one can be generated, even by the student, if a password is compromised.

• A Blackboard Users Override APEX application was created allowing people to be added or removed from the Blackboard users upload file without Information Technology (IT) intervention. Non‐credit courses can now be loaded on demand without modifying scripts. Instituted changes have reduced the error files from Blackboard reducing end user intervention

• Dunning Process in Apex and Evisions establish tracking those who received letters, determining who receives what type of letter, placing students on hold, and tracking the student in collections

• ISS provided training for students services and academic staff on: Discoverer, Apex, Excel; Apex and dunning, population selection in Banner; Excel for bulk mailing; and 1098T printing in Banner

• Soft launch of a graduation portal for the 2010 commencement. Between the launch on April 30th and May 29th MWCC had 949 unique visitors

• Rolled out new Help Desk Support system (PerceptIS) to ensure seamless transition for end users

• Installed new student lab management software, fixing several issues related to remote commands, allowing for critical updates to be installed automatically during the semester with no interruptions

• Researched and deployed new math lab • Completed the upgrade of VPLS in Devens and Leominster to increase bandwidth to these

sites and eliminated network issues • Phone system in Leominster is no longer part of the Career Center. Changes were made to

the system to set up MWCC as the only client • Coordinated Banner 8 upgrade to coincide with Fitchburg upgrade to reduce overall costs


• The Campus Police Department participated in approximately 45 training opportunities both on and off campus

• One officer was certified as a Designated Infectious Control Officer for the Campus Police Department as part of a new requirement under MGL

• Appealed the college’s FY07 final default rate (September) reducing the rate from 10.8 % to 9.3%

• Appealed the college’s FY08 draft default rate (February) reducing the rate from 12.8 % to 9.5 %

• MWCC Foundation, Inc. raised $395,000 in donations • Supported MWCC’s mission by providing 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. Through June 30, 2010, submitted 62 grants seeking $7,633,789 in funding support. 42 decisions have been made so far with 35 projects funded to date – a current success rate of 83 percent. $6,129,979 has been awarded for fiscal year 2010 (July 1, 2009 through June 30, 2010).

• Installed emergency telephones in science lab rooms • Improved lab infrastructure with the addition of SmartBoard technology in 2 labs Institutional Culture and Climate • Created web presence with basic institutional data • Led focus group discussions with college stakeholders as part of the long range planning

process • Developed and issued student tracking data analysis that provided performance

accountability and assessment measures related to student success • Enhanced and improved the college’s Planning and Budgeting process and procedures for

FY 2010 • Completed the college’s 4‐year Strategic Plan, FY 2010 through FY 2014 • Developed the internal trends for presentation to the strategic planning team • Drafted policies related to the use of photographers and stock photography to ensure that

MWCC is in compliance with agency licensing standards • MWCC received three regional medallion awards from the National Council of Marketing &

Public Relations • 94% of 226 students surveyed online indicate they are neutral, satisfied, or very satisfied

with library resources and services • 89% of the adjunct faculty surveyed were satisfied or very satisfied with the library’s

resources and services • Use of information literacy assessment tool by full‐time faculty was approaching 100% by

the end of this fiscal year


Key Performance Indicators and Metrics Summary

Key Performance Indicators‐‐Summary of Results and Dashboard Indicator Graphs


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 2009

Fiscal year 2009 will be remembered for the election of Barak Obama, the first African

American president of the United States, as well as a financial sector meltdown that tipped

of a significant worldwide economic downturn. Across the nation, enrollments at

community colleges grew, as unemployment rose and students began looking to more

affordable pathways to higher education.


Access Indicator 1: Annual Enrollment Headcount DHE Target: Stable and consistent enrollment pattern Institutional Target: Following several years of steady annual increase of 2% to 3%, 2009 grew

by 7%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Access Indicator 1bGrowth Rate Annual Credit Headcount: FY 2007 to 2009

Sources: 2007 - 2009 HEIRS Annual Student File

RESULT: Exceeds Targets

Annual 2009 Credit Headcount Enrollment has a one‐year growth rate of

6.8% and 10% since FY 2007. MWCC ranks sixth in one year credit

headcount growth rate and fourth among the 15 Massachusetts

community colleges in credit headcount growth since FY 2007.

2003 2004 2005 2006 2007 2008 2009Mt. Wachusett 5,399 5,774 5,570 5,587 5,710 5,882 6,282

4,500

5,000

5,500

6,000

6,500

Access Indicator 1aAnnual Unduplicated Headcount: FY 2003 to 2009


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 2008 2009Mt. Wachusett 2,341 2,411 2,402 2,498 2,522 2,610 2,820

1,900

2,150

2,400

2,650

2,900

Access Indicator 2Annual FTE: FY 2003 to 2009

-5%

0%

5%

10%

15%

20%

25%

30%

Access Indicator 2bGrowth Rate in Annual FTE: FY 2007 to 2009

Community College 5 Year Growth Rate: 12.8%

Sources: 2004 & 2009 HEIRS Annual Student File


Annual 2009 FTE one‐year growth rate is 8% and 11.8% since FY 2007.

MWCC ranks fifth in one year FTE growth rate and fourth among the 15

Massachusetts community colleges in FTE growth since FY 2007.


Access Indicator 3: Fall Enrollment Headcount DHE Target: Stable and consistent enrollment pattern Institutional Target: Steady annual increase of 2% to 3%

Fall-2004

Fall-2005

Fall-2006

Fall-2007

Fall-2008

Fall-2009

Mt. Wachusett 4165 4170 3937 4147 4385 4761

3500

4000

4500

5000

Access Indicator 3aFall Unduplicated Headcount: FY 2004 to 2009

Sources: HEIRS Fall Enrollment

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%

Access Indicator 3bPercentage Change in Fall Unduplicated Headcount:

FY 2007 to 2009


Community College 2Year Growth Rate = 15.8%


Fall 2009 Credit Headcount Enrollment one‐year growth rate is 8.6% and

since FY 2007 has grown by 14.8%. MWCC ranks tenth in fall credit

headcount one‐year growth rate and sixth in growth since fall 2007

among the 15 Massachusetts community colleges.


Access Indicator 4: Fall Enrollment FTE DHE Target: Stable and consistent enrollment pattern Institutional Target: Steady annual increase of 2% to 3%

Fall-2004

Fall-2005

Fall-2006

Fall-2007

Fall-2008

Fall-2009

Mt. Wachusett 2505.5 2586.2 2,398.9 2523.6 2689.0 2,911.8

2000

2500

3000

Access Indicator 4aFall FTE: FY 2004 to 2009

0.0%5.0%

10.0%15.0%20.0%25.0%30.0%

Access Indicator 4bPercentage Change in Fall FTE: FY 2007 to 2009


Community College 2 Year Growth Rate = 18.2%


Fall 2009 FTE one‐year growth rate of 8.3% and since FY 2007 has grown

by 16.2%. MWCC ranks eleventh among Massachusetts community

colleges in one‐year growth rate and 9th based on fall FTE since FY 2007.


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-2004 Fall-2005 Fall-2006 Fall 2007 Fall 2008 Fall 2009% Minority 15.9% 16.5% 17.5% 19.0% 20.5% 22.8%

0%

10%

20%

30%

Access Indicator 5Percentage of Fall Enrollment Comprised of Minorities: FY 2004 to 2009

% 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%


The number and percentage minority enrollment at MWCC has grown

steadily over the past 10 years. In fall 2009, 22.8% of the student body

is a race/ethnic minority, 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.


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

2004 2005 2006 2007 2008 2009Mt. Wachusett $4,010 $4,010 $3,970 $4,120 $4,420 $4,540 Community College Average $3,265 $3,385 $3,483 $3,519 $3,654 $3,851 North East Average $2,971 $3,063 $3,294 $3,428 $3,551

$-$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

2004 2005 2006 2007 2008 2009Mt. Wachusett 5.9% 5.8% 5.5% 5.5% 5.6% 5.6%Community College Average 4.8% 4.9% 4.9% 4.7% 4.7% 4.7%North East Average 4.8% 4.8% 4.9% 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%.


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-2003 Fall-2004 Fall-2005 Fall-2006 Fall-2007 Fall 2008Community College % Retained

or Transferred 64.5% 64.2% 63.6% 65.5% 66.4% 64.3%

Mt. Wachusett Community College % Retained or

Transferred59.5% 58.1% 56.0% 64.3% 64.4% 63.7%

Community College % Retained at Institution 55.6% 55.7% 55.3% 56.5% 57.7% 59.6%

Mt. Wachusett Community College % Retained at

Institution50.4% 47.8% 46.5% 52.6% 52.5% 56.0%

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

RESULT: Needs Improvement

First‐year (fall to fall) persistence for student who remains enrolled at MWCC is 56%.

Persistence at MWCC has increased three and a half percentage points for the cohorts

beginning fall 2007 to fall 2008, remains below the Massachusetts community college

average of 57.7%.


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

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

% Still Enrolled

% Earned 30 Or More Credits% Transferred

% Graduated

Source: MA DHE

Success and Quality Indicator 2: Fall 2003 Cohort Five‐Year Overall Success Rate

Community College Average: 73.2%

RESULT:

Fall 2003 cohort five‐year overall success rate of 74.7%. MWCC was above the community

college average in the percentage of students who graduated within four years (44.7% for

MWCC compared to 39.2% for CC average), but below average for the percentage that

transferred (12.1% for MWCC compared to 15.1% for the CC average), earned at least 30

credits (16.4% for MWCC compared to 17.6% 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 in overall student success. The State community college

average overall success rate is 73.2%.


Context for Fall to Spring Persistence

The fall to spring persistence rate is based on the new degree seeking fall 2008 cohort who

completed at least nine credits in the fall, did not enroll in ESL courses, and did not graduate

prior to the spring 2009 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

80%

90%

100%

Success and Quality Indicator 3Fall to Spring Persistence Rate ( Fall 2008 Cohort)

Community College Average:

91.6%

Source: HEIRS Fall 2008 Enrollment File, Annual 2009 File


The fall to spring persistence rate is 90.4%. MWCC’s fall to spring persistence

rate improved by nearly four percentage points, bringing it very close to the

Massachusetts community college average of 91.6%.


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 81.0% 80.0% 82.0% 83.1% 81.1% 81.9%Community College

Average 77.0% 77.0% 76.0% 75.8% 76.1% 76.7%

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 2009 is 81.9%. MWCC consistently

exceeds the Massachusetts community college average course completion rate,

76.7% for FY 2009, as well as the 75% target rate set by DHE.


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

2004 2005 2006 2007 2008 2009

Total 547 644 665 713 642 720Certificates 160 202 210 238 196 258Associates 387 442 455 475 446 462

0100200300400500600700800

Success and Quality Indicator 5Annual Degrees: FY 2004 to 2009

Source: HIERS Degrees Conferred

RESULT: Meets Target

The number of annual degrees and certificates awarded for FY 2009 was 720.

MWCC’s three year average number of degrees conferred is 692.


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

50%

70%

90%

2004 2005 2006 2007 2008

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%


The pass rate on the 2008 Nursing Exam was 93%. After falling below the

Department of Higher Education target rate of 85% in 2007, MWCC adjusted the

nursing program to address changes to the NCLEX exam. The changes included

more tutoring sessions, math workshops, referrals to the academic support

center, and a realignment of curriculum to the NCLEX Test Plan. As a result of

the changes implemented in the nursing program, the pass rates improved

greatly. The Nursing program continues to adjust curriculum to prepare

students appropriately for the NCLEX Exam.


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

2004 2005 2006 2007 2008 2009Mt. Wachusett 3,480 4,125 5,574 6,270 12,579 12,633

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

Success and Quality Indicator 7: Annual Enrollment in Not-for-Credit Workforce Development Courses:

2004 to 2009

Source: 2004-2009 HEIRS Annual File


The annual number of not for credit workforce development course

enrollments was 12,633. Over the last three years, average annual

enrollment in workforce development courses is 10,494.


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


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


Expenditures on Academic Support, Student Services and Plant Operations are

above peer norm. It is important to note that MWCC has a large number of

grant funded programs that service non‐credit student populations, for example

those staff who work in College Access and Preparation Programs in our area

high schools. Many of these staff are categorized as student services or

academic support. In this calculation, only credit students are included in the

“per student” calculation.

RESULT: Meets Target

Instruction and Institutional Support expenditures are at peer norm.


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) ($2,897,865)Total Operating Expenses (TOE) $39,152,261 Primary Reserve Ratio (UR/TOE) -7.4%

FY2008 Primary Reserve Ratio

Effectiveness and Efficiency Indicators 3 & 4: Primary Reserve Ratio


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 continues to grow “3 Plus One” transfer agreements under its University

College Program, a partnership program with four‐year institutions that allows

students to earn their associate degree at MWCC, complete up to 30 additional

credits at the community college at MWCC prices, and then transfer the credits to a

partner college. The final year can be completed online at MWCC or on‐campus at

the four‐year school, depending on the option selected. Partnerships include an

"R.N. to B.S. to M.S. Upward Mobility Program" with Regis College and three new

programs with St. Joseph’s College of Maine in which business majors can earn a

bachelor's degree in business administration with concentrations in accounting,

management, or sales and marketing. Under existing programs, an agreement with

Nichols College allows business majors to transfer to a bachelor of science in

business administration. Saint Joseph’s currently gives MWCC graduates twelve

options from which to choose to earn a bachelor’s degree, including nursing,

criminal justice, human services, and adult education and training. Franklin

University offers 22 bachelor degree transfer options, including business


administration, healthcare management, graphic web development, information

technology, public safety, and healthcare management.

Activity 2: MWCC’s online “First Year Experience Seminar” earned a Course of Distinction

Award in distance education during the sixth annual Massachusetts College Online

(MCO) ELearning Conference. The course was one of sixteen selected from more

than 1,400 courses offered through Massachusetts Colleges Online. The Seminar

facilitates the transition to college for incoming students. The online version

provides an option for the distance learning student and is available via MCO to

students system wide. The goal of the Seminar is to help students develop existing

and new skills in order to become more effective learners.

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: The Gateway to College program was launched at MWCC three years ago with

funding from the Bill & Melinda Gates Foundation and others and is designed for

youths, ages 16 to 20, who have dropped out of high school, are at risk of dropping

out of high school, or are not succeeding in a traditional high school environment.

The MWCC’s program has grown from a graduating class of two in 2007 to 32 at the

most recent graduation. This year’s graduating class was among the largest in the

country, on par with the Gateway program at Portland Community College in

Oregon, where the program originated. Graduates from eighteen cities and towns

within the state wore a variety of different colored gowns, representing the partner


high schools from which their diploma was awarded. MWCC’s program, which now

enrolls nearly 100 students, who simultaneously work toward obtaining their high

school diploma and college degrees, is one of 24 Gateway to College programs

across the nation.

Activity 2: More than 400 area youth leaders and elementary school children, benefited this

year from the Summer UP program. Now completing its fifth year, Summer UP

increases employment opportunities and decreases unsafe behaviors for area youth

by providing safe recreation spaces and meals for the middle and high school

counselors, as well as the neighborhood children of all ages who attend the free

activities at park sites. Program sponsors this year included MWCC, Fitchburg State

College, the United Way of North Central Massachusetts, the Community

Foundation of North Central Massachusetts, the Gardner Rotary Club, the Ronald

Ansin Foundation and private contributors.

RESULT: Achieved work/outcomes with K‐12


Business and Other Collaborations Sterilite Corporation donated $1 million to the Community Foundation of North Central

Massachusetts to provide financial assistance to MWCC students through scholarships and

other support services. Support for financial aid to students will begin to flow to students in

September 2010. The contribution will establish the Sterilite Scholarship and Student Success

Fund. Students in good academic standing will be eligible to receive financial assistance to

cover the cost of tuition, fees, books, and emergency stipends.

MWCC’s Clinical Laboratory Science (CLS) program, recently endorsed as one of approximately

225 nationally accredited programs preparing graduates for in‐demand careers in the medical

technology field, expanded to include a new clinical partner this fall. MWCC initiated the CLS

program in 2006 with the generous support of its clinical partner, Heywood Hospital in

Gardner. Health Alliance Hospital in Leominster now joins the partnership as a clinical affiliate.

Last year the CLS program graduated its second class of laboratory technicians. All of the

graduates secured jobs before or immediately after completing the program.

This year the first group of students was accepted into MWCC's free Biomanufacturing

Workforce Training Program, which is designed to prepare students for direct employment in

the biomanufacturing field. Funded through a $1.6 million U.S. Department of Labor grant

awarded to MWCC and with the technical and financial support of Bristol‐Myers Squibb (BMS),

the program will create a new career pathway for approximately 100 area residents by

providing a total of six 15‐week sessions over the next three years. The program is located at

MWCC’s Devens Campus, directly adjacent to the $1 billion manufacturing plant being

constructed by BMS.


Programs of Distinction

Carnegie Foundation for the Advancement of Teaching

Community Engagement Classification

MWCC was chosen for both the Curricular Engagement and Outreach and Partnerships

categories. The Carnegie Classification has been used for more than three decades to describe

institutional diversity in higher education. Curricular Engagement includes institutions where

teaching, learning and scholarship engage faculty, students, and community in mutually

beneficial and respectful collaboration. Their interactions address community‐identified needs,

deepen students’ civic and academic learning, enhance community well‐being, and enrich the

scholarship of the institution. Outreach and Partnerships includes institutions that provide

compelling evidence of one or both of two approaches to community engagement. Outreach

focuses on the application and provision of institutional resources for community use with

benefits to both campus and community. Partnerships focus on collaborative interactions with

community and related scholarship for the mutually beneficial exchange, exploration, and

application of knowledge, information, and resources.

President's Higher Education Community Service Honor Roll

MWCC was named to the 2009 President's Higher Education Community Service Honor Roll, a

national honor granted to colleges and universities with exemplary community service

activities. 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. Over the past year more than 650 students engaged in over 16,000

hours of service. At MWCC service learning is incorporated into the curriculum through the


division of Academic Affairs, with many other volunteer opportunities organized through the

office of Student Life, the division of Access and Transition, and MWCC’s Center for Democracy

and Humanity. Students fan out throughout North Central Massachusetts to work on a variety

of projects benefiting the region.


www.mwcc.edu

Documents

End of Year Performance Report of the Annual Plan …mwcc.edu/.../01/FY10EndofYearPERFORMANCEReport.pdf · End of Year Performance Report of the Annual Plan ... End of Year Performance