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Sinclair Student Success Initiatives November, 2014.

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Presentation on theme: "Sinclair Student Success Initiatives November, 2014."— Presentation transcript:

1 Sinclair Student Success Initiatives November, 2014

2 Sinclair College Board of Trustees

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

4 Student Success

5 What Happens to Sinclair Students Over Time? A Longitudinal Cohort Analysis Vanguard Completion by Design Achieving the Dream New Library MAP CCTI Example Improvement Initiatives on Timeline

6 Graduated and/or transferred and/or still enrolled and making progress (1998, 2003, and 2008 fall cohorts after 5 years)

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

8 Overview of Sinclair’s 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

9 Leveraging Completion Programs Accelerate IT Title III: Connect 4 Completion

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

11 What Sinclair Has Learned 1.Students don’t 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

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

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

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

15 Thank You !!! November, 2014

16 Thank You !!! November, 2014

17 Students Earning Credit Certificates at Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years)

18 Students Earning Degrees at Sinclair College (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years)

19 Students Transferring After Studies at Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years)

20 Students Earning a Degree at Other Colleges after Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years)

21 Students Stop/Dropping Out of Sinclair (% of cohort) (1998, 2003, and 2008 fall cohorts after 5 years)

22 Graduated and/or transferred and/or still enrolled and making progress (1998, 2003, and 2008 fall cohorts after 5 years)

23 November 2014

24 Capital Project Overview 1.Greater Outcomes 2.Facilities Updates 3.Financials and Timelines

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

26 2. Facilities Updates A.Renovation of Building 13 B.New Building 13 Entrance from South C.Indoor Flying Pavilion

27 A. Renovation of Building 13 National presence and “destination” site Funding: –$4m State Capital –$1m Sinclair

28 A. Renovation of Building 13 28,000 ft 2 (entire first floor) Co-location of UAS and Aviation

29 A. Renovation of Building 13 Greater Capabilities Partner Space –OSU –Embry Riddle –University of North Dakota Enhanced simulation Integrated UAS/Aviation labs

30 B. New Building 13 Entrance Entrance from Parking Lot K

31 C. Indoor Flying Pavilion Adjacent to Bldg. 13 (to the east) 3,200 ft 2 40-foot ceilings Standalone structure

32 C. Indoor Flying Pavilion Building 13

33 3. Financials and Timelines

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

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

36 3. Financials and Timelines 2015 Jan.Mar. May July Oct.Jan. Feb 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

37 SUMMARY $5m Capital Investment will Solidify Sinclair’s Leadership in UAS –Leverages College’s $5m investment in Business Plan –Realizes synergies with Aviation programs –Creates “Destination” Facilities/Equipment –Positions Sinclair as national leader in UAS training/education

38 Health Sciences Strategic Plan June 30, 2014

39 Proposed Life and Health Sciences Center Proposed Life and Health Sciences Center

40 Health Sciences Strategic Planning Process

41 STRATEGIC PLAN

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

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

44 COLLABORATIONS Sinclair’s 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

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

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 region’s 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

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

48 Support Services for Healthcare Ensure that Sinclair is meeting the operations and support services employment needs of the region’s 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

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

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

51 Facility Renovation and Refocus F. MAJOR INITIATIVES Concepts for facilities to enable inter-professional health sciences education and training.

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


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