1. State-of-the-College Monday, Sept 12, 2016 3:00pm – 4:30pm Monica J. Posey, Ed. D. President

2. State-of-the-College AGENDA “FUN” Activity - Do You Know Who? State-of-the-College o Build Community (Leadership) o Increase Student Success o Expand Our Reach (Enrollment) o Strengthen Fiscal Sustainability o Summary Questions & Answers FUN Survey

3. State-of-the-College State-of-the-College Build Community (Leadership)

4. Build Community (Leadership) Key Metrics PACE* Composite Score-Internal Measure (scale 1 to 5) 2012 3.33 2015 3.56 PACE Listening Sessions Common Themes: we need…. Greater visibility of leaders Improve communication and information sharing Collaborative decision making Administrator and town hall meetings, stream to other campuses Action! *Personal Assessment of the College Environment

5. Build Community (Leadership) PACE Listening Sessions 2015 Items with the lowest Mean Scores (all improved versus 2012) Senior leadership understands what is really happening at this institution (2.68 .37*) This institution cares about me (2.78 .33*) I have the opportunity for advancement (2.79 .10) I am able to appropriately influence the direction of this institution (2.81 .30*) This institution is appropriately organized (2.82 .33*) *indicates a statistically significant change

6. Build Community (Leadership) Accomplishments 2015-16 – Internal Formed a more focused and manageable Executive Team Established President's Advisory Council Very successful Internal Annual Fund campaign Increased institutional support and engagement evident in Common Time attendance, participation in Artswave and Community Shares Held breakthrough Cultural Inclusion event for students Addressed concerns about Human Resources

7. Build Community (Leadership) Organizational Chart

8. Build Community (Leadership) Accomplishments 2015-16 – External Increased attendance of legislatures at key events Formed partnerships with Regional Chamber and REDI Established stronger connection with West Chester-Liberty Chamber Gained a significant amount of positive public relations/media coverage Experienced a record year of Alumni engagement Increased engagement of Foundation Board

9. Build Community (Leadership) Goals for 2016-17 Align, provide and direct organizational structure and communications to facilitate institutional effectiveness Create an environment of innovation, collaboration, and openness Establish an integrated approach to fundraising, workforce development, public relations, government/community affairs, and marketing Achieve workforce leadership role, awareness, and appreciation in the community Immediate Executive Team Tasks: 1.More Q&A Opportunities 2.Attend Coffee Fridays 3.Make PR/Communications planning a priority 4.Celebrate employee degree completion and other accomplishments 5.Collect data and develop plan related to promotion opportunities

10. State-of-the-College State-of-the-College Increase Student Success

11. Increase Student Success Key Metrics Persistence Rate (Fall to Spring) 2012-132013-142014-152015-16 75.7%70.7%70.6%67.8% Retention Rate (Fall to Fall) 2012-132013-142014-152015-16 46.2%43.7%46.1%47.7%

12. Increase Student Success

15. Key Metrics Student Satisfaction - Course Spring 2013 Spring 2014 Spring 2015 Spring 2016 4.384.41 4.43 Employment w/in 3 Months 2011-122012-132013-142014-15 83.2%80.6%86.8%85.2%

16. Increase Student Success 2015-16 Accomplishments Significantly increased course completion rates Redirected $4.6 million in capital dollars to fund instructional labs and IT upgrades Developed plan for Transfer Center Developed plan for Center for Teaching & Learning Implemented Starfish across College Executed full year of CState Accelerate Program Held Dean’s List recognition and family celebration event Held 300 student co-op and career fair

17. Increase Student Success 2016 -17 Goals Increase the retention, graduation, transfer and employment of students Lead, fund and celebrate Completion Plan recommendations Utilize data and partnerships with Jobs Ohio, Regional Chamber, and REDI to evaluate need of new and existing academic programs Renovate/construct and equip state-of-the art labs Redesign service processes and physical spaces to provide One-Stop student support including career and transfer services Fully employ coaching model to increase student persistence Complete Accuplacer implementation including remote options Immediate Executive Team Tasks: 1.Share data and discuss learnings from CS Accelerate program’s success 2.Work with Pearson’s new onsite Executive Director of Enrollment Services/Partnership Manager to improve efforts

18. State-of-the-College State-of-the-College Expand Our Reach (Enrollment)

19. Expand Our Reach (Enrollment) HeadcountFall 2013Fall 2014Fall 2015 Fall 2016* % Chg vs. 2015 Total Degree Seeking9,7878,9657,9837,217-10% Non Degree - All1,3801,7421,6471,7778% Total College11,16710,7079,6308,994-7% * Key Metrics

20. Expand Our Reach (Enrollment) Headcount Fall 2013 Fall 2014 Fall 2015 Fall 2016* % Chg vs. 2015 By Course Location: Cincinnati West158147159120-25% Middletown Campus616526536524-2% Online Programs199268233202-13% At Least One Online Course3,3963,1532,8632,9593%

21. Expand Our Reach (Enrollment) Accomplishments 2015-16 Established state-of-the-art Welding Lab on Clifton Campus Opened Supply Chain Career Development Center in West Chester Hired new, permanent Middletown Campus Director Opened MiddState Academy in Middletown -139 students

22. Expand Our Reach (Enrollment) Goals 2016-17 Increase College enrollment overall and for special populations and locations Develop and implement a comprehensive Northern Strategy Address Distance Education support, processes and options for students Complete website and launch – Note: initial website development is complete, content review & update is currently in progress, stakeholder review communication went out on 9/7, launch onto cincinnatistate.edu planned for 9/30.cincinnatistate.edu Immediate Executive Team Tasks: Form and implement a “Change the Trend Initiative” Plan and deploy College-wide social media strategy Work with Pearson to establish a marketing dashboard Maximize ITT and other closings to gain students

23. State-of-the-College State-of-the-College Strengthen Fiscal Sustainability

24. Strengthen Fiscal Sustainability Key Metrics

25. Strengthen Fiscal Sustainability FY13FY14FY15FY16 Composite Score2.82.72.3 Total Auxiliary Net Profit(Loss) ($178,108)($590,676)($513,676(378,055) WDC Profit (with Subsidy) $1,008,469$853,035$314,182$411,832 Fundraising Commitments $1,050,674$2,409,315$3,695,342$4,472,996 Endowment$3,009,489$3,765,679$3,695,342$6,000,326 Key Metrics

26. Strengthen Fiscal Sustainability Accomplishments 2015-16 Ended year with a $15,000,000 cash balance Secured $6.6 million in new capital funds for One-Stop Center, Advanced Manufacturing, and Energy Efficiency Utilized Open Session Budget Presentations and Budget Advisory Team to develop balanced budget Implemented Employee Severance Plan to avoid extensive layoffs Developed framework for alignment of MCI and Academics New WDC customers Ford & Kellogg, growth with P&G and AK Steel Significantly increased gifts and endowment – 3 rd consecutive year of growth Received first ever 7-figure gift

27. Strengthen Fiscal Sustainability Goals 2016-17 Improve the overall health of the institution as reflected in the composite score and cash reserves Address Fall 2016 enrollment and revenue shortfall – look at new revenue, expenses, property and other options Launch a comprehensive 5-year fundraising campaign leading to our 50 year anniversary Restructure of Auxiliaries to minimize loss Implement and integrate Scholarship Software Executive Team Immediate Plans: 1.Increase knowledge and understanding of Financial Aid 2.Target 5 companies for comprehensive relationship building plan 3.Start plans for zero-based and P&L based FY18 budgeting 4.Determine feasibility and plan parking credit card automation

28. State-of-the College - Conclusion Building Community (Leadership) – positive trend Increase Student Success – positive trend Expand Our Reach (Enrollment) – negative trend Strengthen Fiscal Sustainability – mixed trend Bottom-line………..

29. State-of-the-College Q & A

30. State-of-the-College FUN Survey