2011 Strategic Planning Retreat The Economics of Educa0on: Thriving in a Difficult Economy
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1 2011 Strategic Planning Retreat The Economics of Educa0on: Thriving in a Difficult Economy
2 Alamo Colleges Strategic Goals
3 F.6.1?
4 Student Success Policy 1. Course Comple<on Rates 2. Produc<ve Grade Rates 3. Reten<on Rates 4. Persistence Rates 5. Graduates and Gradua<on Rates 6. Placement/Employment Rates 7. Transfer Rates 8. Licensure Examina<on Pass Rates 9. Success Rates in Developmental Educa<on
5 66,000 64,000 62,000 60,000 58,000 Headcount Enrollment By College of AQendance 25% increase 60,265 63,341 56,000 54,000 52,000 50,000 50,649 51,466 53,939 48,000 Fall 2006 Fall 2007 Fall 2008 Fall 2009 Fall 2010
6 Class Based Metrics Alamo Colleges FY 07 FY 08 FY 09 FY10 Produc<ve Grade Rates 67.3% 68.2% 69.4% 71.0% Course Comple<on Rates 80.2% 83.1% 84.8% 86.8%
7 70.0% Persistence Rates FT FTIC Fall to Fall 68.7% 65.0% 60.0% 57.0% 60.0% 61.1% 55.0% 50.0% State Avg VLCC Avg Alamo El Paso
8 Four Year Gradua<on Rate 20.0% 16.9% 15.0% 13.9% 11.1% 11.4% 10.0% 5.0% 0.0% Alamo VLCC Avg State Avg South Texas
9 Degrees & Cer<ficates Awarded 6,200 6,000 5,800 5,600 5,400 5,200 5,000 4,800 4,600 4,400 4,200 4,000 6,016 4,660 4,443 4,219 4,091 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010
10 CCSSE
11 90% 89% Percentage of students ra/ng their en/re educa/onal experience as good or excellent? 89% 88% 87% 87% 86% 85% 86% Alamo Colleges Texas CC Avg NaBonal Avg
12 94% 92% 90% 88% Licensure Exam Pass Rate 92.5% 90.7% 90.3% 89.1% 88.3% 87.9% 88.2% 86% 84% 83.0% 83.0% 82% 80% 78% FY 2007 FY 2008 FY 2009 Alamo Colleges Statewide Very Large Colleges
13 Placement / Employment 85.0% 83.2% 80.0% 77.3% 78.4% 78.7% 75.0% 70.0% VLCC Avg Alamo State Avg Collin
14 Dev. Ed. Produc<ve Grade Rates 62.0% 60.0% ENGLISH 60.1% 58.0% 56.0% 54.0% 52.0% 51.8% 52.0% 54.2% 56.6% 50.0%
15 Dev. Ed. Produc<ve Grade Rates 54.0% 52.0% MATH 52.3% 50.0% 48.0% 47.0% 47.4% 47.9% 46.0% 44.0% 42.0% 44.2%
16 Dev. Ed. Produc<ve Grade Rates 70.0% 68.0% READING 67.9% 68.5% 66.0% 65.7% 64.0% 63.2% 64.5% 62.0%
17 On the Rise Enrollment Course Comple<on Student Success Rates Gradua<on Rates and Graduates Employment Placement Licensure Exam Pass Rates Student Sa<sfac<on Student Engagement Student Success in Developmental Educa<on
18 Not on the rise?
19 OUCH!
20 Pay for Performance
21 Student Success Metrics 1. Course Comple<on Rates 2. Produc<ve Grade Rates 3. Reten<on Rates 4. Persistence Rates 5. Graduates and Gradua<on Rates 6. Placement/Employment Rates 7. Transfer Rates 8. Licensure Examina<on Pass Rates 9. Success Rates in Developmental Educa<on
22 ALAMO COLLEGES 6 Year Comparison of Revenues Fiscal Year State Funding Local Taxes TuiBon & Fees Other FY % 34.2% 24.7% 5.4% FY % 35.9% 25.2% 5.5% FY % 33.5% 33.1% 4.7% FY % 35.5% 33.5% 3.7% FY % 33.1% 38.2% 3.2% FY % 33.3% 40.0% 3.2%
23 State Funding for Alamo Colleges A Decade of Diminishment
24 In State Undergraduates, Kentucky South Carolina Maryland Tennessee Georgia West Virginia Virginia Delaware Alabama Oklahoma SREB States Florida Arkansas Louisiana Texas ALAMO COLLEGES Mississippi North Carolina Annual TuiBon & Required Fees $3,382 $3,215 $2,969 $2,954 $2,878 $2,869 $2,816 $2,700 $2,696 $2,578 $2,553 $2,220 $2,058 $1,859 $1,859 $1,806 $1,682 $3,750
25 State Funding for AC per student contact hour : $ : $ : $ : $2.58
26 Presiden0al Perspec0ves 2011 Inside Higher Educa<on Survey
27 Most Important Issues Confron<ng 1. Budget Shorfalls Community Colleges 2. Changes in State Support 3. Remedia<on and Student Readiness for College 4. Limits on Ability to Respond to Rising Enrollments 5. Rising Tui<on /Affordability
28 Strategies Deployed to Address Financial Consequences of Economic Downturn 1. Budget Cuts (targeted and across the board) 2. Increased Propor<on of Part Time Faculty 3. Increased Tui<on by 5% or More 4. Expanding Online Programs 5. Hiring Freeze 6. Launching/Expanding Partnerships with Other Ins<tu<ons 7. Raised Student Fees for Campus Resources/Services 8. Changes in Benefit Levels 9. Layoffs / Furloughs 10. New Alliances with Corporate Partners
29 Absent Poli<cal Consequences, Strategies Would Use to Address Financial Challenges 1. Outsourcing Various Campus Services 2. Increasing Teaching Loads 3. Altering the Ins<tu<onal Policy on Tenure 4. Manda<ng the Re<rement of Older Faculty 5. Significant Cuts to Athle<c Programs 6. Significantly Increasing Tui<on 7. Narrowing or Shiling the Ins<tu<onal Mission
30 Cri<cal Deliverables 1. Improved Student Success 2. Greater Efficiencies 3. Cost Savings Strategies
31 Leadership Planning Priori<zing Ownership
32 Strategic Planning Themes 1. Achieve cost savings while improving results 2. Secure successful comple<on of developmental educa<on 3. Increase transfer and gradua<on rates 4. Improve communica<on and collabora<on 5. Promote sustainability 6. Improve systems and processes 7. Develop and measure effec<veness of learning outcomes 8. Embrace financial aid as a responsibility
33 Priority #1 at the Alamo Colleges is: A. Student Success B. Student Success C. Student Success D. Student Success
34 As you understand it, the fiscal challenges A. Severe facing the Alamo Colleges are: B. Real but understated C. Real but exaggerated D. Imagined
35 Which Cost Cuong Strategy Do you Least Agree With A. Across the board budget cuts B. Salary Cuts C. Furloughs D. Layoffs E. Unsure
36 Which Cost Cuong Strategy Do you Most Agree With A. Across the board budget cuts B. Salary Cuts C. Furloughs D. Layoffs E. Unsure
37 Our Current Shared Governance Environment Can Be Best Described As: A. High Trust B. Moderate Trust C. Low Trust D. Unsure
38 How effec<ve are the Alamo Colleges at using data to aid and inform decision making? A. Very effec<ve B. Somewhat effec<ve C. Not effec<ve D. Unsure
39 Given our current fiscal condi<on, should we take steps to limit our future enrollment growth? A. Yes B. No C. Unsure
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