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Western Nevada College Fall 2009. “…we commit our institutions to taking the following steps in pursuit of climate neutrality.  Initiate the development.

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Presentation on theme: "Western Nevada College Fall 2009. “…we commit our institutions to taking the following steps in pursuit of climate neutrality.  Initiate the development."— Presentation transcript:

1 Western Nevada College Fall 2009

2 “…we commit our institutions to taking the following steps in pursuit of climate neutrality.  Initiate the development of a comprehensive plan to achieve climate neutrality as soon as possible.  Within two months of signing this document, create institutional structures to guide the development and implementation of the plan.  Within one year of signing this document, complete a comprehensive inventory of all greenhouse gas emissions … and update the inventory every other year thereafter.  Within two years of signing this document, develop an institutional action plan for becoming climate neutral,  Initiate two or more … tangible actions to reduce greenhouse gases while the more comprehensive plan is being developed.  Make the action plan, inventory, and periodic progress reports publicly available by providing them to the Association for the Advancement of Sustainability in Higher Education (AASHE) for posting and dissemination”

3  “Green” college signing ceremony  Introductions  State of the College:  Effects on the College of 2008-2009 Events  Budgetary Overview of 2009-2010  Performance Indicators Progress for 2008- 2009  Major Projects for 2009-2010  Kudos

4  Vice President Connie Capurro and Deans  Vice President Dan Neverett  Vice President Helaine Jesse  Vice President Mark Ghan

5  Politics and legislative actions played a major role in college events.  All actions were set against a backdrop of severe state budgetary insufficiency.  What are the important long-term effects on the college?

6  The college lost 13.2% of its state budget.  All classified employees were mandated to take 4.6% pay cuts and corresponding furloughs.  Board of Regents mandated participation in 4.6% “Furlough” program by the professionals as well.  Five academic programs are now slated for elimination.  Class sizes were increased during 2008-2009.  Various faculty and staff have taken on additional responsibilities.

7  Library acquisitions, operating budgets and professional development budgets were all reduced.  17.5 academic faculty positions (21.7%), 12.4 classified positions (12.4%) and 12 administrative faculty positions (23%) were left vacant during 2008-2009.  Various outreach operations were eliminated or dramatically curtailed.  There were no budget-related layoffs.

8  The college must manage the 4.6% furlough program so as to minimize loss of services to students.  Student fees will increase by 5% this spring, and another 5% in fall 2010.  Even with the furlough program and student fee increases, the 2009-2010 college budget will be over 10% less than it was two years ago.  Despite our drop in resources, we will experience a 25% increase in FTE enrollment next week, with a 40% increase in full-time students.

9  There is still the potential for another December reversion.  Our students will come to us needier (both financially and academically) than ever before, and with more life challenges.  Many offices continue to operate understaffed.  We have lost too many full-time teaching faculty.

10  The lesson of the current budget crisis is that the state cannot thrive, with the current limited economic model (gaming, tourism and mining).  What will be required to diversify our economy is a better educated workforce.  The four community colleges will be essential in this effort.







17  Increased high-school-to-college capture rates across our service area (12-18% to 22-40%).  Achieved a closer match of student ethnic and economic demographics to those of our region (18% minority at WNC compared to 19% in service area).  Dramatically increased numbers of full-time degree seekers (400 in fall 1999 to 1400 in fall 2009).  Improved college retention rate (51% in ‘00-’01 to 62% in ‘08-’09).  Increased numbers of degree completers (355 in 2000 to 457 in 2008*).

18 In fall 2009, one in every three of your students will be full time, and most of these will be pursuing a specific degree or certificate.

19 “Successful Course Completion” (C or better) rate continues to be resistant to change.







26  Student course completion rate has not improved.  As students who had not expected to attend college come to our doors, we must find a way to help them achieve success, without compromising our quality.  As we use more technology to reach students, we must find a way to achieve the personal one- on-one interactions so essential to student success.  We must do all this with less money!

27  Northwest Self-Study and Reaccreditation visit.  Make “specialized accreditation” progress in all occupational programs.  Educate legislators on the importance of “Stabilization Funds” for each campus.  Promote a “Green” College.  Walk a tightrope between planning for a December reversion, assuring our students have sufficient financial aid, & restoring our essential full-time teaching faculty workforce.  The College Major Gifts Campaign.

28  Focusing on Science, Technology, Engineering and Math Scholarships and Equipment Endowments for the Entire Service Area; Machine Tool Expansion; Women’s Softball Field  Board of Regents Approval in December 2009  Campaign Duration: 24 months  Family Campaign to Begin November 2009  100% Participation – it’s not what you give, it’s that you give that counts at whatever level you determine– so we can let the community know we’re behind our college.

29  First, to everyone, who stepped forward and united behind the college during a difficult year.  To the large number of professional volunteers who took 4.6% furloughs in 2009-2010 who were not required to do so.  To the majority of employees who found a way to make a contribution to the Foundation’s “family” campaign.  To every department that shared financial and human resources with another department, to preserve adequate services to students during the emergency.

30  The college achieved a substantial drop in student loan defaults from 10.5% in 2006 to 6.8% in 2007.  The Financial Aid Department experienced another audit-findings-free year from our system auditors, in addition to completing an outstanding administrative program review.  Successful program reviews were completed in automotive technology, early childhood education and general education.  Information & Marketing received an award from NCMPR for our electronic class schedule and catalog.  Ed Martin and Laura Lee Redwine did outstanding work that resulted in our automotive technology program attaining NATEF certification.  Academic Skills Center support increased by 100%. ..

31  Bus Scharmann, Ginny Dugan and Ann Louhela have started a great new “Specialty Crop Institute” serving people in our region who are either currently farming, or who would like to do so.  Janet King won the photography competition sponsored by CC Communication, and her winning photo will appear on the cover of the 2009-2010 Fallon phone book.  Gary Evett has been conducting DNA research at BYU this summer.  Doris Dwyer led an outstanding humanities seminar in London late last spring.  Darla Dodge has become the first college recipient of the WGU community college excellence scholarship.

32  The college buildings and grounds staff, down in numbers like the rest of the college departments, nonetheless took on a huge number of major college improvement projects at all sites.  For the second time in their short history the WNC Wildcats baseball team went to the JUCO World Series. They were the only academic all American team in the nation to achieve at this level.  The Communications and Fine Arts Division and the Social and Behavioral Sciences Division collaborated on a moving art gallery show “Always Lost” on the effect of the wars in Iraq and Afghanistan on the lives of soldiers.

33  The Human Resources Department managed our college buyout plan during the budget crisis. The success of this plan made it possible for us to avoid layoffs. More recently, they managed the “furlough” process, making it less onerous for our college community.  We survived the first year of preparation and training for the new student information system. Congratulations to all the participating staff.

34  The library established the Bill Cowee Poetry Corner with a 1500 volume poetry collection, thanks to Mr. Cowee’s generous donation.  The college academic and student affairs areas collaborated with ATT on a successful event for ninth grade girls from throughout the service area: “ATT Women in Nontraditional Careers.”

35  The Race Between Education and Technology By: Claudia Goldin and Lawrence F. Katz Belknap Press/Harvard University Press Cambridge, Massachusetts, London, England 2008 Available in our college library

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