Sinclair Student
Success Initiatives
November, 2014
Sinclair College
Board of Trustees
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
Student
Success
What Happens
to Sinclair Students Over Time?
A Longitudinal Cohort Analysis
19982002
1998
1999
2000
2001
2002
2003 2007
2003
2004
2005
2006
2007
20082012
2008
2009
2010
2011
2012
Vanguard
CCTI
Achieving the Dream
New Library
MAP
Completion
by Design
Graduated and/or transferred
and/or still enrolled
and making progress
(1998, 2003, and 2008 fall cohorts after 5 years)
70%
56%
60%
46%
50%
40%
30%
30%
20%
10%
0%
1998-02 Cohort
2003-07 Cohort
2008-12 Cohort
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
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
Leveraging Completion
Programs
Accelerate IT
Title III: Connect
4 Completion
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
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
What is Holistic Advising?
A system of intrusive, proactive student
supports that address both academic and nonacademic factors.
Four domains of support:
1. Academic
2. Career
3. Financial
4. Personal
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
The Support Matrix –
12 Holistic Advising “Buckets”
Domains
Academic
Tiers
Tier 1
Standard
Tier 2
Specialized
Tier 3
Intensive
High GPA
Career
Financial
Personal
Clear Goals
FAFSA
Complete
No major life
issues
identified
Late with
Paperwork
Single Parent
Needs an
Appeal
Caring for
seriously ill
relative
Borderline
Knows general
GPA
discipline
Limited Dev Ed
Low GPA/Not
College Ready
Undecided
Thank You !!!
November, 2014
Thank You !!!
November, 2014
Students Earning Credit
Certificates at Sinclair
(% of cohort)
(1998, 2003, and 2008 fall cohorts after 5 years)
20%
17%
15%
10%
5%
6%
2%
0%
1998 Cohort
2003 Cohort
2008 Cohort
Students Earning Degrees at
Sinclair College
(% of cohort)
(1998, 2003, and 2008 fall cohorts after 5 years)
30%
25%
22%
25%
28%
20%
15%
10%
5%
0%
1998-02 Cohort 2003-07 Cohort 2008-12 Cohort
Students Transferring After
Studies at Sinclair
(% of cohort)
(1998, 2003, and 2008 fall cohorts after 5 years)
35%
30%
25%
20%
15%
10%
5%
0%
26%
30%
11%
1998-02 Cohort 2003-07 Cohort 2008-12 Cohort
Students Earning a Degree at
Other Colleges after Sinclair
(% of cohort)
14%
(1998, 2003, and 2008 fall cohorts after 5 years)
11%
12%
9%
10%
8%
6%
4%
3%
2%
0%
1998-02 Cohort 2003-07 Cohort 2008-12 Cohort
Students Stop/Dropping Out
of Sinclair
(% of cohort)
(1998, 2003, and 2008 fall cohorts after 5 years)
80%
70%
60%
50%
40%
30%
20%
10%
0%
70%
54%
44%
1998-02 Cohort 2003-07 Cohort 2008-12 Cohort
Graduated and/or transferred
and/or still enrolled
and making progress
(1998, 2003, and 2008 fall cohorts after 5 years)
70%
56%
60%
46%
50%
40%
30%
30%
20%
10%
0%
1998-02 Cohort
2003-07 Cohort
2008-12 Cohort
Unmanned Aerial Systems
Capital Project Update
November 2014
Capital Project Overview
1. Greater Outcomes
2. Facilities Updates
3. Financials and Timelines
1. Greater Outcomes
NEW/ADDITIONAL
Projected Outcomes
1. Increased Enrollments
(by 2020)
ORIGINAL
Capital Investment
Business Plan
($4m – State of Ohio,
$1m – Sinclair)
($1.4m – Sinclair)
1,400 students
(UAS only)
(UAS and Aviation)
$10m
$20m
N/A
• One of only 3 in the U.S.
• Increased cross-enrollments
3,000 students
2. Increased Revenues
Workforce Training and
UAS/Aviation Program credit
enrollments (10 year cumulative)
3. Synergies: Co-Locating
w/ Aviation Programs
4. Stronger National
Presence
Programs and
Equipment
• “Destination” Facilities
• Indoor Flying Pavilion
2. Facilities Updates
A. Renovation of Building 13
B. New Building 13 Entrance from South
C. Indoor Flying
Pavilion
A. Renovation of Building 13
• National presence and “destination” site
• Funding:
– $4m State
Capital
– $1m Sinclair
A. Renovation of Building 13
• 28,000 ft2 (entire first floor)
• Co-location of UAS and Aviation
A. Renovation of Building 13
Greater Capabilities
• Partner Space
– OSU
– Embry Riddle
– University of North Dakota
• Enhanced simulation
• Integrated UAS/Aviation
labs
Flotek 1440 Wind Tunnel
B. New Building 13 Entrance
Entrance from Parking Lot K
C. Indoor Flying Pavilion
•
•
•
•
Adjacent to Bldg. 13 (to the east)
3,200 ft2
40-foot ceilings
Standalone structure
C. Indoor Flying Pavilion
Building 13
3. Financials and Timelines
3. Financials and Timelines
CAPITAL DONATIONS
Company/Donor
Area of Focus
Amount
Leidos
UAS: Vehicles and misc. equipment
$250,000
SelectTech
UAS: Vehicles and misc. equipment
$600,000
FourthWing
UAS: Wings and other equipment
$1,000
UDRI
UAS: Vehicle
$8,500
Scot Pembelton
Aviation: Aircraft
TOTAL DONATIONS
$55,000
$914,500
3. Financials and Timelines
CAPITAL DISCOUNTS TO-DATE
Company
Area of Focus
Altavian
UAS: Miscellaneous equipment
Cobra Technologies
UAS: Simulation equipment
GDJ, Inc.
UAS/Aviation: Wind Tunnel
Manufacturing: CNC Machine,
Haas
TOTAL DISCOUNTS
Vertical Mill, Lathe
Amount
$3,500
$24,000
$5,600
$189,000
$222,100
3. Financials and Timelines
Design/Construction/Renovation
2015
Jan.
Mar.
Design
Completed
May
2016
July
Begin
Renovation:
Building 13
Feb.
Jan.
Complete
Renovation:
Building 13
Groundbreaking:
Flying Pavilion
Board
Approves
Construction
Contract
Oct.
Dedication
Complete
Construction:
Flying
Pavilion
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
Health Sciences Strategic Plan
June 30, 2014
Proposed
Life and Health
Sciences Center
Health Sciences Strategic
Planning Process
Phase 3: May/June
Phase 2: April/May
Phase 1: March/April
• Sinclair Analysis:
Transformation of
Healthcare
• Community Advisory Task
Force Meetings
• College Advisory Task Force
Meeting
• Town Hall Meetings
• Summary Themes from
Feedback
• Initial Draft: Sinclair Health
Sciences Strategic Plan
• Joint Community and
College Advisory Task Force
Meetings (April 29-30)
• Draft: Sinclair Health
Sciences Strategic Plan
• Community/College
Advisory Task Force
Meetings (May 19-20)
• Recommendations to
College Board of Trustees
• Accepted by College Board
(6/10/14)
STRATEGIC PLAN
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
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
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
MAJOR INITIATIVES
Inter-professional
Education
A.
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)
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.
Future (3-5 years)
1. Explore collaborative staffing
models with area healthcare
providers.
2. Integrate and adopt an interprofessional curriculum within all
Health Sciences programs.
MAJOR INITIATIVES
B.
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)
1. Convene a “Wellness Task Force.”
Future (3-5 years)
1. Support public health partners in
meeting the community need for
access to services.
MAJOR INITIATIVES
C.
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
1. Partner with healthcare
development of elementary and
employers to create “classroommiddle school healthcare career
to-job” pathways in needed fields.
exploration curricula.
2. Provide hands-on experiences for
2. Expose diverse youth to healthcare
younger students.
professions.
MAJOR INITIATIVES
D.
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
1. Develop curriculum to meet needs
with industry leaders.
in areas outside of healthcare
2. Engage the Sinclair Health Sciences
practitioners.
Advisory Committee in helping the
college understand the need in
support and operations fields.
MAJOR INITIATIVES
E.
Public Policy
Engage legislators and regulators in key policy
issues to meet changing healthcare needs.
Immediate (1-2 Years)
1. Conduct an audit of current
accrediting requirements.
2. Monitor healthcare policy
initiatives.
Future (3-5 years)
1. Work with regulatory agencies to
adjust requirements.
2. Advocate at state and federal
levels for favorable policies and
funding to support healthcare
transformation.
MAJOR INITIATIVES
F.
Facility Renovation
and Refocus
Design and build spaces that will enable interprofessional 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
1. Construct a state-of-the-art Health
Science Center that will encompass
Sciences Center to integrate currently
shared, flexible spaces and integrated
dispersed programs.
programs.
2. Build a simulation center that will
2. Create a regional state-of-the-art
provide competency-based education
simulation center with partners.
and training to students, as well as
3. Create a business plan.
incumbent healthcare practitioners.
4. Develop an approach for filling vacated
spaces.
MAJOR INITIATIVES
F.
Facility Renovation
and Refocus
Concepts for facilities to enable inter-professional
health sciences education and training.
College Board
Review,
Discussion, and
Acceptance of
HS Strategic
Plan
Next Steps
(Ongoing)
Partnership and Fund Development
FY15
JUNE
2014
(Starts 7/1/14)
Initiate “Immediate”
Implementation Steps, i.e.:
•
•
•
•
•
•
Create Health Sciences
Advisory Committee
Review Curriculum
Develop Business Plan
Design Facilities
Plan for “Backfill”
Audit Public Policies
Implement Program
Adjustments and Begin
Facilities Construction
FY16
College Board Review
and Discussion of
Detailed Plans for HS
Programs and Facilities