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Sinclair Student Success Initiatives November, 2014 Slide 2 Sinclair College Board of Trustees Slide 3 Sinclair... Founded in Dayton in 1887 Fall enrollment of about 22,000 students (35,000 unique individuals study for college credit at Sinclair annually) Operating budget of $125 million Over 220 programs of study Slide 4 Student Success Slide 5 What Happens to Sinclair Students Over Time? A Longitudinal Cohort Analysis 1998199920002001200220032004200520062007 20082009201020112012 Vanguard Completion by Design Achieving the Dream New Library MAP CCTI Example Improvement Initiatives on Timeline Slide 6 Graduated and/or transferred and/or still enrolled and making progress (1998, 2003, and 2008 fall cohorts after 5 years) Slide 7 Trustees... Annual strategy retreat Annual future of higher education symposium Committees that focus on strategy Staff reports organized around the four strategic areas Participation in national reform initiatives Slide 8 Overview of Sinclairs Student Success Initiatives 1.Accelerate IT | $12m U.S. Department of Labor 2.Completion by Design Ohio Cadre | $9.4m Bill & Melinda Gates Foundation 3.Connect 4 Completion | $2.2m U.S. Department of Education 4.City Connects Mathile Family Foundation Slide 9 Leveraging Completion Programs Accelerate IT Title III: Connect 4 Completion Slide 10 Six Major Strategies... 1.Clearer and Faster pathways from entry to completion 2.Integrate all areas of student support 3.Provide holistic advising 4.Connect to careers and employers 5.Use data to inform actions 6.Align policies Slide 11 What Sinclair Has Learned 1.Students dont do optional 2.Not just about money or academics 3.Case management works, but requires additional resources 4.Everyone has a role 5.Culture change/iterative process 6.No silver bullet Slide 12 What is Holistic Advising? A system of intrusive, proactive student supports that address both academic and non- academic factors. Four domains of support: 1.Academic 2.Career 3.Financial 4.Personal Slide 13 Tiers of Support Three tiers based on the level of need Standard Specialized Intensive Needs are identified with predictive analytics Domains and Tiers are developed into a support matrix Slide 14 The Support Matrix 12 Holistic Advising Buckets AcademicCareerFinancialPersonal Tier 1 Standard High GPAClear Goals FAFSA Complete No major life issues identified Tier 2 Specialized Borderline GPA Limited Dev Ed Knows general discipline Late with Paperwork Single Parent Tier 3 Intensive Low GPA/Not College Ready Undecided Needs an Appeal Caring for seriously ill relative Domains Tiers Slide 15 Thank You !!! November, 2014 Slide 16 Thank You !!! November, 2014 Slide 17 Students Earning Credit Certificates at Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years) Slide 18 Students Earning Degrees at Sinclair College (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years) Slide 19 Students Transferring After Studies at Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years) Slide 20 Students Earning a Degree at Other Colleges after Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years) Slide 21 Students Stop/Dropping Out of Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years) Slide 22 Graduated and/or transferred and/or still enrolled and making progress (1998, 2003, and 2008 fall cohorts after 5 years) Slide 23 November 2014 Slide 24 Capital Project Overview 1.Greater Outcomes 2.Facilities Updates 3.Financials and Timelines Slide 25 1. Greater Outcomes Projected Outcomes ORIGINAL Business Plan ($1.4m Sinclair) NEW/ADDITIONAL Capital Investment ($4m State of Ohio, $1m Sinclair) 1. Increased Enrollments (by 2020) 1,400 students (UAS only) 3,000 students (UAS and Aviation) 2. Increased Revenues Workforce Training and UAS/Aviation Program credit enrollments (10 year cumulative) $10m $20m 3. Synergies: Co-Locating w/ Aviation Programs N/A One of only 3 in the U.S. Increased cross-enrollments 4. Stronger National Presence Programs and Equipment Destination Facilities Indoor Flying Pavilion Slide 26 2. Facilities Updates A.Renovation of Building 13 B.New Building 13 Entrance from South C.Indoor Flying Pavilion Slide 27 A. Renovation of Building 13 National presence and destination site Funding: $4m State Capital $1m Sinclair Slide 28 A. Renovation of Building 13 28,000 ft 2 (entire first floor) Co-location of UAS and Aviation Slide 29 A. Renovation of Building 13 Greater Capabilities Partner Space OSU Embry Riddle University of North Dakota Enhanced simulation Integrated UAS/Aviation labs Slide 30 B. New Building 13 Entrance Entrance from Parking Lot K Slide 31 C. Indoor Flying Pavilion Adjacent to Bldg. 13 (to the east) 3,200 ft 2 40-foot ceilings Standalone structure Slide 32 C. Indoor Flying Pavilion Building 13 Slide 33 3. Financials and Timelines Slide 34 CAPITAL DONATIONS Company/DonorArea of FocusAmount LeidosUAS: Vehicles and misc. equipment $250,000 SelectTechUAS: Vehicles and misc. equipment $600,000 FourthWingUAS: Wings and other equipment $1,000 UDRIUAS: Vehicle $8,500 Scot PembeltonAviation: Aircraft $55,000 TOTAL DONATIONS$914,500 Slide 35 3. Financials and Timelines CAPITAL DISCOUNTS TO-DATE CompanyArea of FocusAmount Altavian UAS: Miscellaneous equipment $3,500 Cobra Technologies UAS: Simulation equipment $24,000 GDJ, Inc. UAS/Aviation: Wind Tunnel $5,600 Haas Manufacturing: CNC Machine, Vertical Mill, Lathe $189,000 TOTAL DISCOUNTS$222,100 Slide 36 3. Financials and Timelines 2015 Jan.Mar. May July Oct.Jan. Feb. 2016 Design Completed Board Approves Construction Contract Groundbreaking: Flying Pavilion Begin Renovation: Building 13 Begin Renovation: Building 13 Complete Renovation: Building 13 Complete Construction: Flying Pavilion Dedication Design/Construction/Renovation Slide 37 SUMMARY $5m Capital Investment will Solidify Sinclairs Leadership in UAS Leverages Colleges $5m investment in Business Plan Realizes synergies with Aviation programs Creates Destination Facilities/Equipment Positions Sinclair as national leader in UAS training/education Slide 38 Health Sciences Strategic Plan June 30, 2014 Slide 39 Proposed Life and Health Sciences Center Proposed Life and Health Sciences Center Slide 40 Health Sciences Strategic Planning Process Slide 41 STRATEGIC PLAN Slide 42 Plan Outline Vision Collaborations Major Initiatives A. Inter-Professional Education B. Public Health and Wellness C. Pathways to Jobs D. Support Services for Healthcare E. Public Policy F. Facility Renovation and Refocus Slide 43 VISION By 2020, Sinclair will lead the charge in educating a world-class inter-professional healthcare workforce that: Realizes a patient-centered, coordinated care model Promotes health and wellness Uses state-of-the art simulation and technology Anticipates and adapts to an ever-changing system Supports public healthcare needs Ensures alignment with regional workforce demands Provides a regional healthcare convening space Slide 44 COLLABORATIONS Sinclairs health sciences vision will be realized through strong collaborations with regional healthcare partners. Participation on area health boards and advisory committees Integration of Sinclair faculty in professional settings Experiential learning for students Implementation of a Sinclair Health Sciences Advisory Committee Slide 45 Inter-professional Education Meet the inter-professional education and training demands of the new coordinated care model through curriculum enhancements, student support services, and the integration of programs. Immediate (1-2 Years)Future (3-5 years) 1.Create a Sinclair Health Sciences Advisory Committee 2.Conduct a comprehensive review of program offerings. 3.Develop shared, flexible lab facilities. 4.Create a regional state-of-the-art simulation center with partners. 1.Explore collaborative staffing models with area healthcare providers. 2.Integrate and adopt an inter- professional curriculum within all Health Sciences programs. A. MAJOR INITIATIVES Slide 46 Public Health and Wellness Determine the role that Sinclair will play in critical regional public health and wellness initiatives that contributes positively to the regions population health. Immediate (1-2 Years)Future (3-5 years) 1.Convene a Wellness Task Force.1.Support public health partners in meeting the community need for access to services. B. MAJOR INITIATIVES Slide 47 Pathways to Jobs Expand existing high school-to-college pathways in healthcare fields beginning with students in earlier grades and culminating in college completion with employment. Immediate (1-2 Years)Future (3-5 years) 1.Partner with area schools on the development of elementary and middle school healthcare career exploration curricula. 2.Expose diverse youth to healthcare professions. 1.Partner with healthcare employers to create classroom- to-job pathways in needed fields. 2.Provide hands-on experiences for younger students. C. MAJOR INITIATIVES Slide 48 Support Services for Healthcare Ensure that Sinclair is meeting the operations and support services employment needs of the regions healthcare providers. Immediate (1-2 Years)Future (3-5 years) 1.Connect internship coordinators with industry leaders. 2.Engage the Sinclair Health Sciences Advisory Committee in helping the college understand the need in support and operations fields. 1.Develop curriculum to meet needs in areas outside of healthcare practitioners. D. MAJOR INITIATIVES Slide 49 Public Policy Engage legislators and regulators in key policy issues to meet changing healthcare needs. Immediate (1-2 Years)Future (3-5 years) 1.Conduct an audit of current accrediting requirements. 2.Monitor healthcare policy initiatives. 1.Work with regulatory agencies to adjust requirements. 2.Advocate at state and federal levels for favorable policies and funding to support healthcare transformation. E. MAJOR INITIATIVES Slide 50 Facility Renovation and Refocus Design and build spaces that will enable inter- professional education and training and provide a regional healthcare education convening space. Immediate (1-2 Years)Future (3-5 years) 1.Develop concepts for a new Health Science Center that will encompass shared, flexible spaces and integrated programs. 2.Create a regional state-of-the-art simulation center with partners. 3.Create a business plan. 4.Develop an approach for filling vacated spaces. 1.Construct a state-of-the-art Health Sciences Center to integrate currently dispersed programs. 2.Build a simulation center that will provide competency-based education and training to students, as well as incumbent healthcare practitioners. F. MAJOR INITIATIVES Slide 51 Facility Renovation and Refocus F. MAJOR INITIATIVES Concepts for facilities to enable inter-professional health sciences education and training. Slide 52 Next Steps JUNE 2014 Initiate Immediate Implementation Steps, i.e.: Create Health Sciences Advisory Committee Review Curriculum Develop Business Plan Design Facilities Plan for Backfill Audit Public Policies Initiate Immediate Implementation Steps, i.e.: Create Health Sciences Advisory Committee Review Curriculum Develop Business Plan Design Facilities Plan for Backfill Audit Public Policies FY16 FY15 (Starts 7/1/14) College Board Review, Discussion, and Acceptance of HS Strategic Plan College Board Review and Discussion of Detailed Plans for HS Programs and Facilities Implement Program Adjustments and Begin Facilities Construction (Ongoing) Partnership and Fund Development (Ongoing) Partnership and Fund Development