Strategic Enrollment Management Plan - Nassau … Community College Strategic Enrollment Management Plan 2018-2021 3 iv. To create educational programs that respond to and satisfy

Rev 8/28/17

Strategic Enrollment Management Plan

2018 – 2021

Nassau Community College Strategic Enrollment Management Plan 2018-2021

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Contents Section I ......................................................................................................................................................... 1

Introduction .................................................................................................................................................. 1

County and Institutional Overview ........................................................................................................... 1

Mission ...................................................................................................................................................... 2

Vision ......................................................................................................................................................... 2

Strategic Enrollment Management Guiding Principles ............................................................................. 2

Strategic Planning ..................................................................................................................................... 3

Section II ........................................................................................................................................................ 4

Background ............................................................................................................................................... 4

Enrollment Challenges, Influences and Opportunities .............................................................................. 4

Comparing Total Student Enrollment during Fall 2016, Fall 2015 and Fall 2014 .............................. 4

Full-time/Part-time Percentages ....................................................................................................... 4

Gender Break Down .......................................................................................................................... 4

Distance Learning .............................................................................................................................. 4

Online Enrollment Plan ...................................................................................................................... 5

Enrollment by County of Residence* Fall 2016, Fall 2015 and Fall 2014 .......................................... 6

Fall 2016 Ethnicity Headcount ........................................................................................................... 7

Fall 2016 Gender Headcount ............................................................................................................. 7

Fall 2016 Gender Headcount Part-Time vs Full-Time ........................................................................ 7

Section III ....................................................................................................................................................... 8

Recruitment .............................................................................................................................................. 8

A. Expand “Jump Start” High School Partnerships ................................................................................ 8

B. Increase Enrollment for the “First Step” Program ............................................................................ 8

C. Increase International Enrollment .................................................................................................... 8

D. Technology ........................................................................................................................................ 9

E. Competition .................................................................................................................................... 10

F. Continue to Increase Diversity within the Student Body Population ............................................. 10

G. Transportation to campus............................................................................................................... 11


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H. Financial Literacy ............................................................................................................................. 11

I. Increase Weekend College Enrollment ........................................................................................... 12

J. International Education .................................................................................................................. 12

K. Honors ............................................................................................................................................. 13

Section IV ..................................................................................................................................................... 14

Strategic Planning ................................................................................................................................... 14

A. Expansion of Degree Programs ....................................................................................................... 14

Culinary Arts Program ..................................................................................................................... 14

RN/BSN Nursing Degree .................................................................................................................. 14

B. Marketing ........................................................................................................................................ 15

C. New York State Legislation Granting Two Years of Free College Tuition ........................................ 15

D. Campus Strategies to Improve Retention and Graduation ............................................................ 16

E. List faculty members name associated with course being offered. ............................................... 16

Campus Strategies for Retention and Graduation .................................................................................. 16

Retention: ........................................................................................................................................ 17

Fall 2015 semester ........................................................................................................................... 17

NCC Graduation Rate Fall 2012-Fall 2014 ....................................................................................... 18

Race/Ethnicity fall 2013 graduation cohort..................................................................................... 19

Race/Ethnicity fall 2012 graduation cohort..................................................................................... 19

Rank ................................................................................................................................................. 20

Nassau Community College Transfer Rate ...................................................................................... 21

Student Personnel Services Department Goals for Enrollment Plan ...................................................... 21

Center for Students with Disabilities ...................................................................................................... 22

Athletics .................................................................................................................................................. 22

Listing Faculty Names with Online Course Postings ............................................................................... 24

Scholarships for New and Continuing Students ...................................................................................... 25

Increased Awareness of the Greenhouse ............................................................................................... 25

External ................................................................................................................................................... 26

High School Drop-out and Graduation Rates .................................................................................. 26

Financial Aid..................................................................................................................................... 26

Workforce Development ................................................................................................................. 27

Public Transportation System .......................................................................................................... 28

Equal Opportunity Program ............................................................................................................ 28


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Section V...................................................................................................................................................... 29

Surveys .................................................................................................................................................... 29

1. Registration Survey ......................................................................................................................... 29

2. Retention Survey ............................................................................................................................ 29

3. Graduation Survey ......................................................................................................................... 32

Section VI - Appendices ............................................................................................................................... 33


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Section I

Introduction Enrollment management literature indicates that plans for enrollment management must establish clear

enrollment goals to serve as measurable objectives. To accomplish the measurable objectives that lead to

successful enrollment goals, student-centered strategies and activities need to be executed. This

document will outline these strategies and activities. In addition, it will have the goal of assisting the

institution in developing an improved structure that will facilitate initiatives conducive to data collection

and assessment.

The Vice President for Academic Student Services was charged with developing a Strategic Enrollment

Management (SEM) Plan. This plan addresses the changing student enrollment patterns, as well as the

current and future employment and educational needs of the region. This enrollment management plan

has been designed as a dynamic document and will help the College community address enrollment in a

three-year period (AY 2017-2018, AY 2018-19, AY 2019-20). The plan will be evaluated each year. This

evaluation may result in a redefinition of the enrollment goals and objectives.

County and Institutional Overview Nassau County is a suburban county on Long Island in the state of New York. The 2010 census reports that

the County’s population was 1,339,532, and estimated it to have increased to 1,361,350 by 2015. Nassau

County is located immediately east of New York City. The County is one of four counties that occupy Long

Island, along with Suffolk County to its immediate east and Queens and Kings Counties to the west, which

correspond, respectively, to the New York City boroughs of Queens and Brooklyn. Two cities, 3 towns, 64

incorporated villages, and more than 60 unincorporated hamlets are located within the County. There are

56 public school districts within the County.

In an article based on the U.S. Census Bureau's American Community Survey, Forbes magazine reported

in 2012 that Nassau County was one of the highest income counties in the United States and the most

affluent in the state of New York, containing four of the nation's top ten towns by median income. It also

ranks as the most expensive county in America.

Nassau Community College (NCC) is the largest single-campus community college in the State University

of New York (SUNY) system. As a commuter institution, NCC serves a large geographic area, which

encompasses the three eastern-most counties of Long Island, as well as parts of the greater New York City

area. The College’s current enrollment is over 22,000 undergraduate students in for-credit and non-credit

developmental education courses, with most students residing in the counties of Nassau and Queens and

significant numbers living in Suffolk County. The College’s “feeder” school districts tend to be identified

as on the lower end of the socio-economic scale, and their students have a greater need to improve their

educational foundation. Approximately 60% of admitted students require some level of remedial or

developmental coursework in order to be prepared for college-level classes. NCC’s Office of Workforce

Development and Lifelong Learning Department serves the need of the local community by annually

enrolling approximately 6,000 - 7,000 students in non-credit classes, including vocational classes. It also

serves the local community as a provider of workforce development education to those employed by local


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corporate partners. The department is also a host site for socially important programs such as the

Impaired Driving program, GED /TASC preparatory classes, and preparation for certification and licensing

exams, including those for medical related fields. The College also offers an English language immersion

program, LINCC, and the Language Learning Center; both programs serve those wishing to improve their

English language skills in order to pursue an education at NCC and improve their ability to achieve work

and personal goals.

Mission Nassau Community College, a constituent member of the State University of New York system, is a

comprehensive, full-opportunity institution of higher education. All who can benefit from its resources

have the opportunity to expand their knowledge and skills and to pursue the goal of lifelong learning. The

College is dedicated to high quality, low-cost education and career preparation to meet the needs and

interests of the community it serves. It is committed to academic excellence and the dignity and worth of

the individual. To this end, Nassau Community College offers Associate in Arts, Associate in Science, and

Associate in Applied Science degrees, as well as Certificate and continuing education programs. Its

curricula span the liberal arts and sciences, as well as pre-professional and professional areas, for the

benefit of a diverse population.

The College places a high priority on small classes, taught by qualified, experienced faculty, to provide an

optimal educational environment.

Vision As a college of choice, Nassau Community College provides a comfort level that enables students of all

abilities to mature as learners and engaged citizens. A leading community college in the nation, NCC

creates a stimulating, rigorous, and inclusive learning environment. Use of innovative technology

enhances learning experiences and widens access to learning media. Community and business leaders

value the College as a reliable partner and principal provider of workforce development. Nassau County

residents of all ages and cultural backgrounds appreciate the College as the hub of their educational and

cultural activities.

Strategic Enrollment Management Guiding Principles 1. Strategic enrollment management is aligned with the College’s Strategic Plan. The Enrollment Plan

incorporates the following goals and objectives of the Nassau Community College Strategic Plan: Goal 1: Excellence in Teaching and Learning

i. To support and strengthen academic programs which best prepare students for transfer to senior institutions, and to provide career programs to prepare students for regional and global employment opportunities.

ii. To provide general education that teaches students to think critically and analytically about a body of knowledge conducive to lifelong learning.

iii. To encourage faculty development with programs that promote scholarship and creativity, and to encourage the adoption of innovative teaching methods and technology support and strengthen academic programs to enhance student learning.


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iv. To create educational programs that respond to and satisfy diverse community needs. Goal 2: Student Persistence and Success

i. To maintain an open admissions policy that ensures the availability of educational programs for traditional and non-traditional students.

ii. To maintain developmental programs which upgrade student skills for success in college level courses, and to provide special courses of study which enhance general education.

iii. To provide the support services necessary for students to realize their maximum potential.

Goal 3: Community Engagement i. To create a wide variety of activities and cultural programs to enrich student and

community life. ii. To enhance the economic and cultural vitality of the County by promoting an

educational environment which responds to the changing needs of the community.

Goal 4: Stewardship i. To create a multicultural environment which fosters the synthesis of knowledge,

aesthetic appreciation, and commitment to ethical and social values. ii. To provide administrative leadership which assures educational quality, furnishes

adequate student support services, maintains effective budgeting and facilities management, and stimulates thoughtful planning for the future of the College.

2. Strategic enrollment management is a shared institutional responsibility focused on recruitment, retention, and completion.

3. Strategic enrollment management includes a focus on course and resource availability to aid students’ degree/certificate completion.

4. Strategic enrollment management includes a focus on meeting the employment needs of the region. 5. Strategic enrollment management includes a focus on building relationship with alumni and the

external community.

Strategic Planning The College’s Strategic Plan provides a general road map for the direction the College should be taking

to achieve attainable goals.

Representatives from each division of the College have met to develop a Strategic Enrollment Management (SEM) Plan that includes the overarching ideas of the College’s Strategic Plan as guiding tools in preparing SEM’s measurable objectives. Specifically, the Strategic Enrollment Plan addresses and responds to Strategic Theme 1: Student Success and Excellence, and to Strategic Theme 3: Commitment to Nassau Community College’s Strategic Plan.


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Section II

Background Nassau Community College has seen a decline in enrollment over the last three years. The chart below

compares overall student enrollment for the last three fall semesters.

Enrollment Challenges, Influences and Opportunities

Comparing Total Student Enrollment during Fall 2016, Fall 2015 and Fall 2014

Fall 2016

Fall 2015

2016/2015 Change

Fall 2014

2015/2014 Change

2016-2014 Change

20,374 21,558 -1,184 22,374 -816 -2,000 Source SUNY Dashboard EOT Dashboard

Full-time/Part-time Percentages For the past three years, our full–time and part-time percentages have remained consistent, by a ratio of

60% full-time to 40% part-time.

Fall 2016 Fall 2015 Change

Fall 16/Fall 15 Fall 2014 Change

Fall 15/Fall 14

Full Time Male 6,160 6,810 -650 7,033 -223

Full Time Female 5,672 6,146 -474 6,508 -362

Subtotal Full Time 11,832 12,956 -1,124 13,541 -585

Part Time Male 3,797 3,902 -105 4,065 -163

Part Time Female 4,745 4,700 45 4,768 -68

Subtotal Part Time 8,542 8,602 -60 8,833 -231

Total 20,374 21,558 -1,184 22,374 -816 Source SUNY Dashboard EOT Dashboard

Gender Break Down For the past three years, our gender breakdown has remained steady at approximately 50% male and 50%

female.

Female Male Total

Fall 2016 10,417 9,957 20,374

Fall 2015 10,846 10,712 21,558

Fall 2014 11,276 11,098 22,374 Source SUNY Dashboard EOT Dashboard

Distance Learning Enrollment in online learning courses continues to increase at NCC. An increasing number of on-campus

students are adding online classes to their schedules as online classes provide greater flexibility to meet

their needs. The chart below reports the number of on-campus students who are also taking at least one


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course online (Some, Not All Online category) and students taking all their coursework without coming to

the campus (Fully Online category). Both types of enrollments have demonstrated an upward trend from

fall semesters 2014 through 2016.

Academic Semester

Enrolled in “Some, Not All Online” Classes

Enrolled in Fully Online Courses

Fall 2014 1575 463

Fall 2015 1913 559

Fall 2016 2044 587

SUNY SIRIS, Term Section Submission

Online Enrollment Plan The 2016 Instructional Technology Council (ITC) Survey of Distance Education for 2015 reported, “Online

learning enrollments have accounted for nearly all student enrollment growth at community colleges

during the past eleven years.” Nassau Community College has been part of this growth trend and has

seen an increase in the number of online and hybrid sections offered each year.

With decreasing enrollments of full-time students coming directly from high school, there is a need to

broaden outreach to non-traditional learners and students in other geographic areas. Tapping into the

potential of online education offerings, students will gain more scheduling options and optimal flexibility,

increasing the chance for them to successfully complete their educational goals. To that end, a

coordinated (and cross-department) enrollment effort is warranted and can bring about new avenues for

revenue. In addition, a focus on web-enhanced classes, collaborative online international learning (COIL),

and the integration of web-based instructional technologies will strengthen students’ digital literacy skills.

Online initiatives include:

o Outreach to non-traditional learners such as students who are looking for retraining, obtaining a

second degree, seeking specific courses/programs/certificates, or furthering their education.

o Market unique programs and courses to out-of-state students through membership in the State

Authorization Reciprocity Agreement (SARA).

o Market unique courses through the Open SUNY Navigator. NCC’s online courses and programs in

which 50% or more can be completed online, are now posted on SUNY’s web site:

https://navigator.suny.edu/courses and https://navigator.suny.edu/degrees

o Market NCC through the Open SUNY Leads program. Campus Connect has a separate “bucket”

for online leads, and specific access has been provided to the Office of Distance Education.

Develop a response plan distinct from the SUNY System and NCC Admissions offices.

o Obtain data and do outreach to former NCC students who require fewer than 9 credits to

complete a degree, and encourage them to complete their degrees by enrolling in online classes.

https://navigator.suny.edu/courses

https://navigator.suny.edu/degrees


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o Rebrand the Office of Distance Education to the “Office of Digital Learning” so that faculty and

students have an awareness of the functions of this office and the institution’s capabilities

Included under this domain are: NCC Online, hybrid, web-enhanced classes, COIL, and

instructional web-based technologies.

o Outside of academia, students do not understand the meaning of “Distance Education”. With a

new name, this lack of recognition and negative connotations associated with distance education

may be reduced. The aim is to bring about a new understanding and appreciation of the online

educational experience. By integrating the various modalities of online classes under the auspices

of the Office of Digital Learning, we will be better able to market and promote our offerings and

capabilities.

o Hybrid courses are another avenue for students to reduce time coming to campus yet allow them

to still be part of the on-campus classroom experience. This also helps the institution deal with

classroom space challenges.

o Revamp the NCC web site and create a section on COIL initiatives. COIL provides opportunities for

students to participate in virtual international collaborations and can be coupled with a mini study

-abroad program through grant-based opportunities.

Enrollment by County of Residence* Fall 2016, Fall 2015 and Fall 2014

Nassau Community College student enrollment is primarily made up of Nassau, Suffolk and Queens County residents. The chart below illustrates our primary market.

County of Residence

Fall 2016

Fall 2015

16/15 Change

Fall 2014

15/14 Change

16/14 Change

Nassau 16,183 17,024 -841 17,474 -450 -1,291

Queens 2,058 2,266 -208 2,468 -202 -410

Suffolk 1,584 1,662 -78 1,742 -80 -158

Other NY Counties 42 51 -9 65 -14 -23

Kings (Brooklyn) 169 177 -8 207 -30 -38

Bronx 32 26 6 42 -16 -10

Manhattan 18 12 6 21 -9 -3

Total 20,086 21,218 -1,132 22,019 -801 -1,933 Source SUNY Dashboard Student Enrollment by County Dashboard

*Residence is defined as legal residence.


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Fall 2016 Ethnicity Headcount

SUNY Race Ethnicity Fall 2016

Headcount Fall 2016 %

White 7,635 37.47%

Asian 1,428 7.01%

Native Hawaiian or Other Pacific Islander 56 0.27%

Non-Underrepresented Multi 48 0.24%

Black or African American 4,529 22.23%

Hispanic/Latino 5,340 26.21%

American Indian or Alaska Native 59 0.29%

Underrepresented Multi 126 0.62%

Non-resident alien 247 1.21%

Unknown 906 4.45%

Total 20,374 Source SUNY Dashboard Student Enrollment Demographic trends

The three largest ethnicities that make-up our fall 2016 enrolled student body are the following: White 7,635 students or (37.4% of the student-body) Hispanic 5,340 students or (26% of the student-body) African-American 4,529 students or (22.23% of the student-body)

Fall 2016 Gender Headcount Head Count By Gender - Fall 2016 Campus Name Gender Fall 2016

Community Colleges Nassau Male 9,957

Female 10,417

Grand Total 20,374

Source SUNY Dashboard Student Enrollment Demographic trends

Fall 2016 Gender Headcount Part-Time vs Full-Time Fall 2016 Full Time/Part Time Gender Full Time Part Time

Community Colleges Male 6,160 3,797 Female 5,672 4,745

Subtotal 11,832 8,542 Grand Total = 20,374

Source SUNY Dashboard Student Enrollment Demographic trends

Students were slightly more likely to be full-time (58%) than part-time (42%), and slightly more likely to be female (51%) than male (48%)


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Section III

Recruitment

A. Expand “Jump Start” High School Partnerships Goal 1: Excellence in Teaching and Learning Objective: To create educational programs that respond to and satisfy diverse community needs Nassau Community College is looking to create stronger partnerships with local K-12 school districts. The College is working to identify courses that the local school districts would like offered for college credit. These classes taught by NCC faculty at the local high schools. The goal of this program is for students to start pursuing NCC college credit and establishing relationships with our faculty during high school. We currently offer this program to one district and the feedback has been positive. NCC will make the initial outreach to the school districts; the secondary schools will select which courses will be offered and the dates and times, to allow for the highest enrollment. High School juniors and seniors will be the students targeted for this opportunity. The goal is to offer the “Jump Start” program in at least five districts over the next four years.

B. Increase Enrollment for the “First Step” Program Goal 1: Excellence in Teaching and Learning Objective: To create educational programs that respond to and satisfy diverse community needs Nassau Community College has created partnerships with SUNY Binghamton and SUNY Oneonta to assist local Nassau County high school seniors. Binghamton and Oneonta encourage a population of Nassau County high school seniors not accepted directly to their respective college for the fall semester to begin their studies at NCC, and transfer to their desired campus for the spring semester. Students at NCC are assigned a personal admissions counselor and are guaranteed acceptance of transfer credit at the four-year institution. Traditionally, these students are honors students who may have not initially considered NCC as part of their educational path. While the students don’t graduate from NCC, it is our intention to build a rapport with these students so that they may decide to take summer classes at NCC in the future. Of course, students may continue at NCC if circumstances change in the student’s lives. NCC looks to expand this opportunity to additional SUNY colleges, as well as several private schools in New York State, over the next four years.

C. Increase International Enrollment Goal 3: Community Engagement Objective: To create a wide variety of activities and cultural program to enrich student and community life. Interest in International Education initiatives has increased at community colleges. Both American and international students seek educational opportunities to hone their global skill sets, increase language proficiency, and sharpen knowledge of the world around them. Increasing knowledge of international education programs at NCC can increase enrollment by: 1) increasing the number of local students at NCC who would like to study abroad, participate in international service learning programs, improve foreign language or English proficiency, and 2) increasing the number of international students at NCC through


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marketing, recruitment, and robust international student services leading to retention and word-of-mouth recommendations in communities in the U.S. and abroad. Several initiatives can set NCC apart from other institutions with regard to international programming, leading to visibility in our local communities and increase exchange throughout the world:

1. Exploration and implementation of student housing at NCC would provide a much needed space to attract students to NCC and provide an essential service in recruitment of students from overseas;

2. Partnership with SUNY campuses to share resources where recruitment of 2 + 2 programming is possible;

3. Creation of tailored, add-on certificate programs in international business, international health, and foreign language proficiency;

4. Development and expansion of study-abroad programs to underscore NCC’s commitment to providing students with equal education opportunities and access to programs which increase global knowledge and build additional skill sets;

5. Implementation of the Institute for Learning through Development, an initiative that co-brands NCC international programming with SUNY and seeks to build partnerships around faculty-led student learning in the developing world. The NCC community has close ties to the Caribbean and Latin America; utilizing these ties for local support will build interest in NCC;

6. Continued development of externally funded programming in collaboration with the NCC grants office and NCC Foundation will provide dollars needed to build innovative international programming to attract local and international students to NCC and build exchange-based relationships, increasing student enrollment from both groups.

D. Technology Goal 4: Stewardship Objective: To provide administrative leadership which assures educational quality, furnishes adequate

student support services, maintains effective budgeting and facilities management, and stimulates

thoughtful planning for the future of the College

The College continues to use Banner as our computer information system. IT is always working to expand campus technology on-campus, to help assist students with their needs. The NCC Student Portal is robust and allows students to take care of daily transactional needs. In addition, IT has created several online programs to assist with the scheduling of placement tests, academic advisement and new student orientation. The College hopes to implement the “College Scheduler” software system which allows students the ability to search for classes based on their “availability”. This information will allow the College to research the optimal student times for all classes to be offered. Implementation of this program is being planned for fall 2017. In addition, the College hopes to implement Customer Relationship Management (CRM), a software system to increase recruitment and retention. The College has applied for a grant funded by SUNY to cover the cost of this program. Once a CRM is identified, enrollment offices will be able to create scheduled communication plans to assist with the enrollment process. The data that is being stored in the CRM will be reviewed to help identify enrollment trends. Additional online functionality can be created for prospective and enrolled students. Fall 2018 is the target deadline for implementation.


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Built into the design of the Student Services Center (SSC) was the use of a queuing system, formally known as QNomy. Students arriving at the SSC are asked to take a ticket from one of four self-serve kiosks for their selected service and wait for their numbers to be called. Students who wait in the SSC are notified of their turn via a digital display and audio messages. However students may leave and return when it is their turn by opting into an email or text notification, which is sent when they are fifth in line and again next in line. This allows students the flexibility to visit other parts of the campus while waiting by opting into an email or text notification when they are fifth and next in line. There has been a significant improvement to the student service experience since moving to the SSC, allowing professional staff to more efficiently assist students and re-route them seamlessly within the facility. QNomy also provides us with data on our visitors. We are able to use this data to help us make decisions about staffing, scheduling, etc. Along with other SUNY Colleges and Universities, Nassau Community College will begin using Degree Works, replacing CAPP, for the degree audit needs of our staff and students. Students using Degree Works will be able to review degree requirements and their progress in their chosen programs. In addition, students will be able to see how credits completed at NCC will transfer into degree programs at other SUNY Colleges and Universities. When fully implemented, students will be able to review a two-year educational plan that will guide them through their studies at Nassau. This use of the educational planner part of Degree Works will better enable academic departments to assess needs for the courses they will offer. Initial implementation of Degree Works is scheduled for spring 2018. Lastly, Banner will be upgraded to Banner 9 by December, 2018. In this upgrade, students will have additional functionality and processes will be streamlined. An implementation team of both IT and Student Services staff will be created in the summer of 2017 to help with this transition.

E. Competition Goal 4 : Stewardship Objective: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintain effective budgeting and facilities management, and stimulates thoughtful planning for the future of the College. Nassau Community College is often in competition for enrollment. There are over 20 colleges within twenty miles of NCC. Many local SUNY and CUNY colleges are trying to “market” to Nassau County residents. For example, Queensborough Community College (QCC) has expanded its marketing campaign to target Nassau County residents. QCC advertisements on local buses, television and radio describe how close QCC is to Nassau. In addition, the local private colleges are awarding robust scholarships for high school seniors and transfer students. NCC needs to work with the local colleges to expand transfer scholarships for students who graduate from NCC with their associate’s degrees. Additionally, NCC needs to expand its own marketing presence in the local community.

F. Continue to Increase Diversity within the Student Body Population Goal 3: Community Engagement Objective: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community. Over the next four years the College looks to create strategies to help increase the recruitment and retention of Latino/a students. The College will look to expand community outreach to formulate


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relationships with Community Based Organizations (CBO’s). NCC will also expand outreach to religious organizations and schedule admissions and financial aid presentations at these locations. NCC will host admissions presentations in Spanish to educate high school seniors and their parents about our admissions process. These sessions will be videotaped and available on the NCC website for prospective families to access remotely. In addition, at the present time, some of our webpages are currently translated into Spanish, There are plans to incorporate a peer-mentoring program for Latino/a students. Current high-achieving Latino/a students will be matched up with newly enrolled students to help monitor the student’s success. This program can also be expanded to Latino/a faculty who wish to volunteer to mentor a new student. This program will be targeted for spring 2018.

G. Transportation to Campus Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential. As many of our students are taking advantage of public transportation, NCC hopes to develop a “shuttle service” to transport students from the LIRR to campus. This program will help reduce the cost students incur in order to take classes on campus. In addition, the College should work with Nassau Inter-County Express Bus Company (NICE) to develop “real time” schedules to be displayed around our campus. This would provide students with accurate information about bus arrival and departures on-campus.

H. Financial Literacy Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential. The understanding and management of personal finance and student loan debt are financial literacy topics of particular importance to college students. As the national average level of student debt rises above credit card debt, students' knowledge of personal financial matters becomes more relevant. The College should look into developing a financial plan for students in good academic standing who owe a “small” balance. Hopefully, this one-time assistance will encourage this population to continue their academic success at NCC. The College will have to review what the financial threshold will be to identify this population. NCC is committed to empowering students to be successful loan borrowers. Our Financial Aid web page has a direct link to Smart Track, and we are dedicated to increasing the number of students who register for this excellent financial literacy resource. SUNY Smart Track Financial Literacy Website is an online learning environment that empowers potential and current students for a lifetime of financial success. The interactive financial aid literacy tools can help individuals to achieve smart money-management skills. Courses and modules cover topics that include budgeting, credit cards, identity theft, paying for college, banking, debt, working in college, and savings. We will continue to incorporate awareness of this product into our presentations and workshops. We are also working to develop an additional step in the Satisfactory Academic Appeal (SAP) process that will require students to complete a module within SMART track.


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While we are very pleased with our current Cohort Default Rate of 9.6, we continuously strive to improve our annual rate. Each year, we verify the cohort default data and challenge any suspected discrepancies to ensure an accurate rate. We also work hard to keep our students informed of their repayment responsibilities and offer support to those students running into obstacles that challenge their ability to make on-time payments. By utilizing available federal reports, we send emails and letters to students in repayment status at least four times per year, notifying them of their critical delinquency status. Hopefully, this prevents them from defaulting and offers support and encouragement to steer them on the right track. All student loan borrowers are required to complete an Entrance & Exit Counseling session to reinforce the rights and responsibilities of student loan borrowers. Our website also includes information to help our students identify their assigned loan servicer. NCC feels it is important that student borrowers understand how to utilize the support available from their assigned Loan Servicer during the in-school process and their subsequent successful loan repayment.

I. Increase Weekend College Enrollment Goal 1: Excellence in Teaching and Learning Objective: To create educational programs that respond to and satisfy diverse community needs Nassau Community College is unique in offering a true Weekend College and not simply weekend courses.

Weekend College currently offers five (5) degree programs and one (1) certificate program registered with

SUNY/SED that can be completed solely on the Weekend (this registration was completed in 2004).

Outreach should be to non-traditional students, such as working individuals or homemakers re-entering

the workforce who are looking for retraining, obtaining a second degree, seeking specific

courses/programs/certificates, or who are looking to further/continue their education.

J. International Education Goal 3: Community Engagement Objective: To create a wide variety of activities and cultural program to enrich student and community life. Immigrant Populations and Language Learning

Currently, NCC does not have an academic pathway for part-time ESL learners with beginner and

intermediate language proficiency. While the LINCC program serves both immigrant and international

students, courses are offered on a full-time basis only. Academic (English, Reading and Communications)

departments offer “bridge” programs for students at advanced levels (these courses may be taken on a

part-time basis). Advanced, academic courses serve as a conduit to transition students to academic

coursework.

NCC serves a diverse community, and will likely become (officially) a Hispanic-serving institution within

the next few semesters. There is a need for a part-time, college-bound ESL program for immigrant

students unable to attend school on a full-time basis because of personal, professional and familial

responsibilities. A part-time program would serve immigrant students only, as international students (F-1)

must attend school on a full-time basis. A part-time program could be built into the existing LINCC

program and courses would be integrated with regard to skill areas, using a holistic approach.


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Residence Hall

The College should review the feasibility of building a residence hall on-campus. This project would allow

for the expansion of international recruitment. Several other SUNY community colleges have built

residence halls for their domestic and international students. The College is often asked by prospective

and current students if the campus partners for lodging accommodations. In addition, when the students

are not using the residence hall (winter and summer sessions) the College has the ability to lease the space

for other revenue making opportunities ( camps, internships, etc).

K. Honors Goal 2: Student Persistence and Success and Community Engagement Objective: To provide the support services necessary for students to realize their maximum potential.

The Honors Program at NCC has been serving academically motivated students for more than 30 years.

Students are invited to join the Honors Program via two avenues: directly from high school with a high

GPA and competitive SAT/ACT scores; or, after completing courses at NCC and earning a 3.5 GPA. Students

must take at least one honors course per semester and achieve a 3.5 GPA in order to maintain their

standing in the Program. The Co-coordinators of the Honors Program have identified several strategies

for recruitment and retention:

Recruitment:

1) Increase the coordinator hours offered to the Coordinators of the Honors Program during the summer. Since the number of incoming Freshman students accepted into the Honors Program is commensurate with the number of hours the Coordinators are available to advise incoming students during summer months, additional coordinator hours would enable the number of students accepted and advised.

2) Increase scholarship opportunities for incoming Honors students. Students who are accepted to the NCC Honors Program are academically motivated and may be considering scholarships at other institutions. Offering financial incentives to incoming honors students makes our program more attractive and competitive.

Retention:

1) Create more Honors courses. The desired student outcomes of Honors courses are to increase student engagement through unique learning environments and experiences; and to increase student integration of learning by promoting the development of advanced academic skills.

2) Codify Honor course enrollment numbers. Best practices for Honors courses are for smaller class size enabling an enhanced learning experience. Honors courses at NCC are marketed as having smaller class sizes. However, Honors courses have the same maximum capacity as non-honors courses. In previous academic years, Honors courses were allowed to run with 10 students, but, in recent semesters, Honors courses have been canceled for low enrollment (10 students). Allowing courses to run at smaller class sizes will allow departments to offer a wider range of courses and provide students with the opportunity to develop advanced academic skills.

3) Creation of an Honors Capstone Course with Honors Project. A capstone course with Honors Program would allow our students to be prepared for the rigors of advanced study at a four-year institution. This experience would enhance the ability of students to transfer to four-year institutions. The Capstone Course would be modeled upon successful Honors seminars offered by Honors Programs at other community colleges.


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4) Similarly, we would like to create a true Honors seminar course. While the Honors Program has offered an honors section of NCC101 on several occasions, the learning goals and student outcomes do not truly align with what an Honors seminar should be. A new course should be developed based upon successful seminars offered at other community colleges.

5) Develop Mousy with Honors Programs at 4-year institutions. Academically motivated students are eager their careers in Honors Programs/Honors Colleges. Pathways for honors completion at 4-year institutions would increase the desirability of our program.

6) Increase applied learning opportunities for Honors students. These opportunities could be ancillary; or embedded into honors courses or become requirements in the Honors Seminar/Honors Capstone Course.

7) Increase study abroad/international applied learning opportunities for Honors students. In the Fall 2016 semester, Melanie Hammer and Liz Hynes-Musnisky were participants in an exploratory trip with NGO JustHope. A group of faculty and administrators from several US institutions visited several regions in Nicaragua where JustHope has community partnerships. The trip enabled the participants to envision opportunities for students and faculty to engage in applied learning engagements.

8) Increase the release time offered to the Coordinators of the Honors Program. One of the main advantages for students enrolled in the Honors Program is having access to the Coordinators who serve as their advisors. The Coordinators help students make their schedules and offer advice/guidance for transferring, applying for scholarships, meeting degree requirements, etc. The availability of the Coordinators is directly tied to the amount of reassigned time they receive from the College. Additional reassigned time commensurate to a full-time position (even if split amongst the two co-coordinators) would enable the coordinators to be more readily available to the students.

Section IV

Strategic Planning

A. Expansion of Degree Programs Goal 1: Excellence in Teaching and Learning Objective: To create educational programs that respond to and satisfy diverse community needs

Culinary Arts Program The College has recently approved its first Associate of Occupational Studies (AOS) degree, located within the Hospitality Business Department. Currently, both SUNY Administration and the New York State Department of Education are reviewing this program. NCC hopes to enroll its first cohort of students in spring 2018. Plans are already under way to renovate an existing building on campus ( 108 Duncan Avenue, Non-Commissioned Officers Club) to allow 100 new students to pursue this degree.

RN/BSN Nursing Degree Nassau Community College recently approved a partnership with SUNY Empire State offering a combined RN/BSN degree. NCC students will complete four years of study and will be awarded both an associate’s degree and a bachelor’s degree. NCC students will take all course work on the NCC campus and will be placed in clinical sites at nearby hospitals. Once approved by SUNY and the New York State Department of Education, this program will begin to accept applicants for the next possible semester. NCC will “sunset”


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the current Nursing program once the combined program is approved by New York State. The College predicts that we will enroll 100 new students each semester for this combined degree. No new facilities will be needed for this new degree program.

Weekend College receives inquiries regarding the following programs which the College does not currently offer in a weekend format:

Nutrition Culinary Arts Program RN/BSN in Nursing Cyber Security Medical Coding

B. Marketing Goal 4: Stewardship Objective: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintain effective budgeting and facilities management, and stimulates thoughtful planning for the future of the College. Nassau Community College has increased its social media marketing campaign. The College has official Facebook, Twitter and Instagram accounts managed through the Office of Marketing and Communications. These outlets have seen an increased number of visitors to our pages. NCC is trying to expand our social media campaigns by geo-targeting to target new prospective students. The College works with a Manhattan-based marketing company, Furman Roth, to assist with our marketing needs. This collaborative approach has helped increase our marketing base by creating more awareness about the College. The College continues to produce recruitment brochures that are designed by both Furman Roth and the NCC Print Shop. This material is reviewed every year for any edits that must be made. Many of the Student Services websites have been updated and enhanced for the prospective and current student. The College has created a webpage for the new Student Services Center to help produce clear information about services available.

The College needs to market Weekend College as the unique program it is. It should also be promoted as an opportunity for great flexibility where students can combine weekend classes with those offered in any other time frame, including on-line options. In addition, Weekend College can set students on the road to many other degrees. For example, those students who seek to become Physician Assistants can pursue the AS in Liberal Arts: Math and Science. Finally, Weekend College offers a number of courses that are part of many other NCC degree programs.

The College needs to expand its financial resources to increase the current $250,000 marketing budget. NCC lacks a presence in the large local print and traditional media. The local cable companies like Optimum and FIOS routinely have advertisements for the other local community college and four-year institutions. Our current marketing budget is not competitive with our peer institutions. In addition, the College needs to create a “marketing plan” to incorporate the recruitment and retention of our student body.

C. New York State Legislation Granting Two Years of Free College Tuition Goal 4: Stewardship


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Objective: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintain effective budgeting and facilities management, and stimulates thoughtful planning for the future of the College. Governor Cuomo has recently introduced legislation for the “Excelsior Scholarship” that would allow some New York State residents the opportunity to have two free years of college education at a SUNY or CUNY college. Full-time SUNY or CUNY students enrolled in at least 15 credits per semester from households with an adjusted gross income of under $100,000 could see funding by this fall. In 2019, families with an adjusted gross income of $125,000 or less would be included.

D. Campus Strategies to Improve Retention and Graduation Goal 2: Student Persistence and Success Objective: To provide the support services necessary for students to realize their maximum potential 3,559 degrees and certificates were awarded to students during the 2015/2016 academic year, compared to 3,376 during the 2014/2015 academic year, this represent a 4.7% .percentage increase in awards granted. The number of degrees awarded in transfer programs (A.A. and A.S) for the 2015/2016 academic year was 2,777 compared to 2,831 for the 2015/2016. The degrees awarded remained relatively consistent. The number of degrees awarded in degree programs (A.A.S and Certificates) for the 2015/2016 academic year was 782-compared to 712 for the 2014/2015 academic year. This resulted in an 8.9% increase in diplomas/certificates.

E. List faculty members name associated with course being offered. Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential Over the last several semesters, the College has received student feedback indicating that they would like

to know the name of the faculty member associated with the course that they are going to enroll in. At

the present time, this is not able to occur due to stipulations in both the full time and adjunct contracts

on how courses are assigned. In order to improve retention, it would be beneficial for the administration

to work with the unions to try and have faculty names associated with course offerings, so that students

are able to make an informed decision regarding registering for a specific course.

Campus Strategies for Retention and Graduation


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Retention: Nassau Community College’s most recent retention statistics are from the fall 2015 semester. At that time, NCC had 3,762 students designated as a first-time cohort. There were 2,678 students who returned in fall 2016, making NCC’s one-year retention rate 71.2%. NCC is currently ranked second for highest retention rates for a SUNY community college.

Fall 2015 semester Campus Name Award Level

Description Initial Cohort

Count 1 Year

Retention Count 1 Year

Retention Percent

Fashion Institute Associates 1,241 1,107 89.2%

Nassau Associates 3,762 2,678 71.2%

Rockland Associates 1,330 945 71.1%

Suffolk County Associates 4,702 3,292 70.0%

Westchester Associates 1,780 1,170 65.7%

Orange County Associates 1,087 709 65.2%

Dutchess Associates 1,676 1,086 64.8%

Niagara County Associates 1,135 717 63.2%

Columbia-Greene Associates 261 160 61.3%

Ulster County Associates 448 272 60.7%

Monroe Associates 2,836 1,717 60.5%

Jamestown Associates 840 507 60.4%

Adirondack Associates 835 500 59.9%

Mohawk Valley Associates 1,135 671 59.1%

Cayuga County Associates 512 301 58.8%

Corning Associates 659 384 58.3%

Jefferson Associates 746 434 58.2%

Onondaga Associates 2,007 1,162 57.9%

Herkimer County Associates 725 417 57.5%

Hudson Valley Associates 2,110 1,192 56.5%

Clinton Associates 270 152 56.3%

Finger Lakes Associates 1,130 630 55.8%

Erie Associates 2,234 1,219 54.6%

Fulton-Montgomery Associates 526 287 54.6%

North Country Associates 246 133 54.1%

Schenectady County Associates 583 309 53.0%

Genesee Associates 772 407 52.7%

Broome Associates 1,527 791 51.8%

Sullivan County Associates 270 139 51.5%

Tompkins Cortland Associates 771 357 46.3%

Source SUNY Dashboard Retention: All cohorts 1 Year Retention


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NCC Graduation Rate Fall 2012-Fall 2014

Fall 2011 Initial Cohort 2 years grad count

Grads Within 2 Years Rate

3 years grad count


4 years grad count


4,282 276 6.4% 934 21.8% 1,293 30.2%

Fall 2012 Initial Cohort 2 years

grad count Grads Within 2 Years Rate

3 years grad count


4 years grad count


4,184 269 6.4% 930 22.2% 1,302 31.1%



3 years grad count


4 years grad count


4,087 262 6.4% 952 23.3% 952 23.3%



3 years grad count


4 years grad count


3,960 289 7.3% NA NA NA NA

Source SUNY Dashboard for Graduation Rates of Associates

Note: These Graduation Rate dashboards define a cohort as first-time full-time enrollees (ESS only) in the selected term. The count of awards in this dashboard may differ from that on the Educational Outcomes dashboard. Awards reported retrospectively are included as they appear in the data warehouse, which may increase graduation counts above those on the EO dashboard or those reported to IPEDS.


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Race/Ethnicity fall 2013 graduation cohort

The race/ethnicity breakdown of the 4,087 students in the fall 2013 graduation cohort is the following:

2013 Cohort Race Ethnicity (first term)

Initial Cohort 2 years grad count


3 years grad count


White 1,792 162 9.0% 504 28.1%

Hispanic/Latino 1,050 44 4.2% 216 20.6%

Black or African American 831 25 3.0% 140 16.8%

Asian 194 13 6.7% 42 21.6%

Unknown 177 13 7.3% 39 22.0%

Non-resident alien 22 2 9.1% 6 27.3%

Native Hawaiian or Other Pacific Islander

14 1 7.1% 3 21.4%

American Indian or Alaska Native

7 2 28.6% 2 28.6%

Race/Ethnicity fall 2012 graduation cohort

The race/ethnicity breakdown of the 4,184 students in the fall 2012 graduation cohort is the following:

Fall 2012 Cohort Race Ethnicity (first term)

Initial Cohort

2 years grad count


3 years grad count


4 years grad count


White 1,891 167 8.8% 507 26.8% 675 35.7%

Hispanic/Latino 978 52 5.3% 199 20.3% 304 31.1%

Black or African American

872 22 2.5% 132 15.1% 202 23.2%

Asian 210 8 3.8% 37 17.6% 48 22.9%

Unknown 188 18 9.6% 49 26.1% 64 34.0%

Native Hawaiian or Other Pacific Islander

17 0 0.0% 1 5.9% 3 17.6%

American Indian or Alaska Native

14 2 14.3% 2 14.3% 2 14.3%

Non-resident alien

11 0 0.0% 3 27.3% 4 36.4%

Two or more races

3 0 0.0% 0 0.0% 0 0.0%


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Rank

Currently, NCC ranks 24th compared to other SUNY community colleges for students who graduate within three years of entrance.

Awarding Campus Name

Initial Cohort Student Count

Grads Within 2

Years Rate

Grads Within 3

Years Rate

Grads Within 4

Years Rate

2 Year Grad

Count

3 Year Grad

Count

4 Year Grad

Count

Fashion Institute 1,210 55.60% 73.90% 79.00% 673 894 956

Herkimer County 815 22.70% 35.70% 38.00% 185 291 310

Jamestown 979 22.50% 33.90% 37.30% 220 332 365

Fulton-Montgomery 676 17.60% 29.90% 32.20% 119 202 218

Ulster County 541 14.80% 29.60% 33.30% 80 160 180

Columbia-Greene 343 16.00% 29.40% 33.20% 55 101 114

Broome 1,347 15.10% 28.80% 33.50% 203 388 451

Genesee 895 17.30% 27.90% 31.10% 155 250 278

Niagara County 1,260 14.40% 27.90% 33.10% 182 351 417

Mohawk Valley 1,440 15.00% 27.20% 31.30% 216 392 450

Rockland 1,415 14.10% 27.10% 33.60% 199 383 476

Jefferson 758 13.60% 26.30% 31.30% 103 199 237

Clinton 374 14.20% 26.20% 29.90% 53 98 112

Corning 777 15.10% 26.10% 29.30% 117 203 228

Hudson Valley 2,354 14.80% 25.90% 29.40% 349 610 693

North Country 299 18.10% 25.40% 29.10% 54 76 87

Sullivan County 374 15.00% 25.40% 28.10% 56 95 105

Tompkins Cortland 952 14.40% 24.90% 28.00% 137 237 267

Adirondack 730 11.60% 24.10% 29.30% 85 176 214

Dutchess 2,007 12.50% 24.10% 27.70% 250 483 555

Cayuga County 645 11.90% 24.00% 27.80% 77 155 179

Finger Lakes 1,297 13.10% 23.30% 25.80% 170 302 335

Orange County 1,208 8.50% 23.30% 29.10% 103 282 351

Nassau 4,184 6.40% 22.20% 31.00% 266 927 1,297

Monroe 3,463 10.10% 22.10% 26.60% 350 765 922

Erie 2,404 9.50% 21.60% 25.50% 229 520 614

Schenectady County 676 8.70% 21.20% 26.50% 59 143 179

Suffolk County 4,515 5.40% 21.10% 28.50% 243 952 1,287

Onondaga 2,149 10.50% 20.10% 23.70% 226 432 509

Westchester 2,181 2.30% 14.70% 21.40% 51 321 467

Source SUNY Dashboard Retention: Graduation Rates: Associate Cohort


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Nassau Community College Transfer Rate Below is a summary of the fall 2012 freshman cohort of students and where the student enrolled in fall 2015. According to the SUNY Dashboard

Degree from Initial Institute

Total Cohort Count

Transfers to Other SUNY

Transfers to Other SUNY

%

Transfers to Non-SUNY

Transfers to Non-SUNY %

Total Transfers Out

Total Transfers Out %

Fall 2012 Cohort 4,184 662 15.82 820 19.60 1,482 35.42

A.A. or A.S. 834 255 30.58 317 38.01 572 68.59

A.A.S. or A.O.S. 101 21 20.79 29 28.71 50 49.50

Certificate 1 0 0.00 0 0.00 0 0.00

No Degree 3,248 386 11.88 474 14.59 860 26.48

Source SUNY Dashboard Educational Outcomes: Associate Transfers

There were 834 students who graduated with an A.A. or A.S. 572 (68.59%) students transferred to another college; from NCC with a degree to another college; 255 (30.58%) transferred to another SUNY, while 317 (38.01% transferred to a non-SUNY institution. There were 101 students who graduated with their A.A.S. degree. Fifty (49.50%) of these students transferred to another college; 21 (20.79%) transferred to another SUNY, while 29 students (28.71%) transferred to a non-SUNY college. The student who earned a certificate did not transfer to another college There were 3,248 students who did not graduate. 860 (26.48) of these students transferred to another college; 386 students (11.88%) transferred to another SUNY, while 474 students (14.59%) transferred to a non-SUNY institution.

Student Personnel Services Department Goals for Enrollment Plan Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential The Student Personnel Services Department (SPS) is dedicated to providing professional support services aimed at maximizing academic and personal success for all students at NCC. It offers equal access to counseling, resources, programs and classroom instruction in order to enhance academic performance as well as individual, social and professional development. Data show students who receive intrusive counseling have increased student success, retention, and graduation rates. SPS has identified three initiatives that should be used to reach out to all students- day, evening, weekend, and on-line, in the coming academic year:

1. Strategy: Creation of more learning communities with SPS courses The desired student outcomes of learning communities are to increase student engagement through unique learning environments and experiences; and to increase student integration of learning by promoting interdisciplinary learning through the liberal arts.


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2. Strategy: On-line Orientation Reach out to new students registered for evening, weekend and/or online courses and others unable to attend the on-campus orientation. This initiative will be facilitated by working with the Distance Education Office to develop ongoing workshops to train SPS faculty on how to deliver online real-time webinars.

3. Strategy: Increase on-line presence

In order to provide online versions for students unable to attend the on-campus offerings. Work with the Distance Education Office to develop a means for electronic capture and storage of SPS workshops.

Center for Students with Disabilities Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential The Center for Students with Disabilities (CSD) at Nassau Community College has a long-established enrollment track record of facilitating the transition of students with documented disabilities from the local high schools to NCC. The Center facilitates this effort by continuing with present collaborations and exploring future connections with local high schools, and regularly scheduled campus-based open house events for potential students, parents, and professionals. In addition to these long-established practices, CSD also coordinates an annual orientation in August, bringing together the staff of the Center, students, parents, various NCC administrators, and student orientation staff, in a comprehensive day-long event meant to facilitate a smooth transition from high school. CSD also collaborates with many constituents on campus, including the Basic Education Program (BEP), as one of many formal, shared efforts to accommodate the needs of all students. In keeping with the need to serve and support the local community of Nassau County, the greater Long Island region, and the five boroughs of New York City, CSD remains committed to established enrollment patterns by following federally established guidelines for the accommodation of students with documented disabilities. Following our established enrollment patterns has provided consistently verifiable proof of student persistence and retention of students, which has ensured graduation and/or successful transfer to a four-year institution. More than 3,775 face-to-face student contacts for service were initiated through The Center for Students with Disabilities (CSD) in the fall 2016 semester. This number represents both an increase in the number of students seeking services and an increase in the complexity of accommodation requests for service.

Athletics Goal 4: Community Engagement Objective: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community.

The Athletics Department has a strong tradition of leadership development, pride and loyalty of student

athletes towards NCC, winning, recruitment of student athletes from local high schools and advancement


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of our student athletes to four (4) year colleges. Data demonstrates that a robust athletic department

can have a significantly positive impact on enrollment, retention and success for student athletes, and,

therefore, the College. The Athletic Department will focus on four specific goals, tied to the College

Mission: improve student retention, strategically expand recruitment initiatives, improve the physical and

technological infrastructure of the PE Complex, and strengthen and expand community partnerships. The

strategies to meet these four goals are interconnected and will be met by re-focusing Athletic Department

staff and collaborating with SPS-particularly Academic Advisement and Admissions.

1. Strategy: Improve Student-Athlete Retention

The Athletics Department will partner with Academic Advisement to train experienced, motivated staff as

academic planners for student athletes. Data informs us that students who receive personalized academic

planning have increased student engagement, persistence and degree completion. The Department will

put a renewed focus on the First-Year Experience, in order to target integration of freshman student

athletes with their academic discipline and enhancement of life skills.

Athletics will be working with the NCC Grant Department to explore opportunities to secure funding for

preparatory English and Math workshops and tutoring for summer months, with the goal that this

preparatory work will yield higher success rates on placement tests.

Development of a mentoring program for academically at-risk student athletes with English, Math and

Dean of Students Office. The goals include: students learn how to achieve steps to access tutoring and

services, take responsibility for their own success, demonstrate to these students that they are valued,

and develop positive relationships with faculty.

2. Strategy: Expanding Recruitment Initiatives

The Athletics Department will focus on developing a strengthened brand identity for the Nassau Lions.

The brand will be consistent with the College legacy and reputation in the athletic arena and classrooms.

We will launch the NCC Athletics website, Nassaulions.com; language and style will reinforce NCC’s brand

and desired public image. Within the Nassaulions.com website, we will personalize online recruitment,

develop Target Student Profiles, implement a strategic communications flow, develop a customized

timetable connected with our marketing strategy (collaborate with Admissions), and launch targeted

video campaigns. The Department has retained a Sports Information Director who will be an integral part

of administering the rollout and maintenance of these recruiting initiatives.

The Athletics Department will refocus outreach primarily to Nassau County HS guidance counselors, HS

Athletic Directors, HS Sport Coaches, and Nassau County Section 8 sport leaders. Secondary focus will go

towards Suffolk County, Queens and Brooklyn.

All coaches and staff will undergo a new training module that emphasizes NCC Athletics as an extension

of the College’s enrollment and retention initiatives. The Athletics Department will host a fall orientation

for all incoming student athletes.


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The Athletics Department will be collaborating with the NCC Foundation to develop strategies to

strengthen relationships with student athlete alumni, hosting student athlete alumni events, and

developing career internship opportunities with local student athlete alumni for current and graduating

student athletes.

The Athletics Department will be adding a Women’s Wrestling Team for fall 2017. We are exploring a

partnership with the Music Department to add a drumline team and marching band potentially for the

2018-19 academic year.

3. Strategy: Improve Physical and Technological Infrastructure of Physical Education Complex

The Athletics Department will strategically utilize a $20 million dollar infusion of capital funding in which

allocation of funds will be phased in over a 5-year period. Revitalization of PE Complex will build

enrollment and increase operating revenues, while building a greater sense of community and energy on

campus and in Nassau County. Athletics will collaborate with NCC Facilities and architects to identify

projects and timelines. Projects of high importance include development of athletic turf fields, roof,

fitness centers, computer lab, video signage, locker-rooms, updating classrooms and recreational areas.

Strategic incorporation of the Nassau Lions brand throughout all projects will be emphasized.

4. Strategy: Strengthen and Expand Community Partnerships

The formerly mentioned initiatives of improving Physical and Technological Infrastructure and Expanding

Recruitment initiatives provide details of meeting this goal. An additional initiative to meet this goal is

that Athletics will engage in community partnerships focused on NCC Athletics Teams hosting and

participating in community service projects identified as meaningful to our student athletes and Nassau

County.

Listing Faculty Names with Online Course Postings Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential Students want to know which professor is teaching a course section before enrolling. They are often

dismayed that this information is not available, especially if it was at a college previously attended.

Providing this information sooner will allow earlier discussions concerning the expected rigors of the

course, textbooks needed and allow the student to contact the professor to establish a relationship prior

to the course. NCC should adopt a procedure which allows the college to provide this information to

students as early as possible with the aim of improving retention.


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Scholarships for New and Continuing Students Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential. The College needs to work with the NCC Foundation to create some additional scholarship funding for

newly-admitted students, as well as the currently enrolled student body. Just as many other colleges

reward previous academic success, NCC must review its current distribution of funds so new students may

apply for scholarship funding as a recruitment tool, and currently enrolled students may apply for the

same as a retention tool.

Increased Awareness of the Greenhouse Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential.

The Children’s Greenhouse Child Care Center opened its doors in 1979, and thousands of children have

attended the program over the past 38 years. The Center serves the entire College community by

providing outstanding, yet reasonably priced, child care that enables student parents to continue their

education while their children flourish in a safe, nurturing and educational environment.

The Children’s Greenhouse provides child care for children from 2 months old to 5 years of age; Children

are placed into one of 6-age appropriate groups. It is open Monday through Friday from 7:15 a.m. to 5:30

p.m. for the entire year, enabling students to attend during all fall, winter, spring, and summer terms.

The Children’s Greenhouse is unique among area child care centers in that it enrolls children according to

their parent’s campus schedule. Children may attend for as few as 10 hours per week or as many as 40

hours per week. Children come and go throughout the day at 15-minute intervals. Children may attend

for one or more days per week.

The Greenhouse provides a full range of curriculum activities for children, including kindergarten

preparation in the preschool group. The activities at the Greenhouse include regularly scheduled snacks

and lunch, opportunities to rest, indoor and outdoor play, and routines of physical caregiving that

promote the children's comfort, health and competence. Experiences with music, movement, art,

language, literacy and construction are interwoven throughout the day.

Enrollment priority is always given to student parents once they express an interest in the child care

program. Every effort is then made to help students arrange class schedules that can be accommodated

by the child care center. This facilitates the enrollment of student parents and is a means to assist them

with attendance at NCC.

Support services are provided and include, but are not limited to, onsite mentoring, a computer station

exclusively for the use of student parents, a student parent scholarship, and onsite campus services days,

with staff from different departments providing student parents with guidance and support related to

registration, advisement, financial aid, scholarships and more.

In addition, extra child care hours are provided for students for study time, attendance at campus events

and other school-related events and activities.


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Fees are charged on a sliding scale based on family income, and every effort is made to keep student fees

at a reduced and affordable level. Additionally, child care subsidies are available for eligible student

families.

Renovation and expansion of the facility would enable the program to enroll more children of students,

offer a school-age drop in program for days when the College in session but local schools are closed,

provide space for student parents to meet with mentors, gather with other student parents and provide

computer workstations exclusively for their use.

The Greenhouse should be used for both a recruitment and retention tool. Research conducted by

Campus Services Committee documents that the child care center is a retention tool and a source of

revenue for the College. Enhancing and improving the facility will make it more attractive to prospective

student parents.

NCC needs to improve our marketing efforts, in order to showcase the potential that the Greenhouse can

offer.

The Greenhouse should be used for both a recruitment and retention tool. NCC needs to improve our

marketing efforts, in order to showcase the potential that the Greenhouse can offer

External

High School Drop-out and Graduation Rates According to the College Board, the population of high school graduates in New York State will peak in the 2017-2018 academic year, with an estimated 200,720 students. It will decline by about 2% per year between 2019-2022. (National Center for Education Statistics: nces.ed.gov/programs/projections).

Financial Aid Enrollment will greatly be impacted by federal and state financial aid regulations, as fewer students will be able to afford the increasing costs of a college education. Starting with the 2013-2014 academic year, a standard financial aid award letter was implemented as part of the SUNY Smart Track™ campaign. All of SUNY’s 64 campuses use the same award letter format. This new award letter allows students and their families to easily compare the cost of attendance and financial aid offerings at each campus, as well as campus-specific information such as graduation rate, median borrowing, and loan default rate. This enables students and their families to make informed decisions about how to pay for their college education. The US Department of Education makes the Free Application for Federal Student Aid (FAFSA) available to students for filing as early as October for the following academic year. Since NCC cannot package students prior to the mid-June County budget approval, we developed an electronic communications plan for these populations of early filers to keep them engaged in the college process:

1. New and Continuing students are notified that we are processing their FAFSA and that they can expect to receive their aid award mid-June.


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2. Non-Degree students are notified that we received their FAFSA, but only degree-seeking (matriculated) students can be considered for aid. We encourage them to consider a degree program. Many students are not aware of this requirement for financial aid eligibility and subsequently follow up with the Registrar.

3. Students who have not yet applied to NCC are made aware that they must apply to the College and complete the Admissions process before they can be considered for Financial Aid.

Postcards and emails are sent with the message “Get help paying for college”, reminding new and continuing students to complete the FAFSA. The post cards are sent monthly and emails twice a month. Admissions may matriculate selected students for the summer semester if they have met all the admissions requirements and provided their program of study. We are then able to offer these students financial aid, which is effective for recruitment and retention. It is a fact that students who stay in school and complete their programs of study are less likely to default on their student loans. Default rates are often seen as a Financial Aid problem. However, default rates are the end product of many factors that have occurred throughout a student’s time on campus and in their personal life. As part of the Financial Aid Office default prevention plan, we communicate with student loan borrowers who have withdrawn from NCC during the semester, and inform them of the activation of their grace period and loan repayment responsibilities. We also make them aware of the benefit of regaining eligibility of an in-school deferment. We later evaluate the number of those who registered for classes in the next semester. Often, students with whom the office has communicated will make the decision to return to school.

Workforce Development Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential. The departments that fall under Workforce Development and Lifelong learning (WDLLL) share in the

institution’s responsibility for recruitment, retention, meeting local employment needs, and developing

relationships with the community surrounding the College. Some of the initiatives underway are as

follows:

1. The Test of Essential Academic Skills (TEAS) exam is utilized by the Nursing Department to assist

in selecting candidates for its program. To support this recruitment effort, a review course is

offered to prospective nursing students who then enroll in the TEAS exam, which is also offered

through WDLLL. The office is currently collaborating with the Allied Health Sciences department

to offer the TEAS review course and exam for Nassau County community members interested in

this field. This review course and exam will improve our applicant pool for the Radiology

Department at NCC since this will be a required admissions credential to apply for the academic

program. A discussion in underway with other academic departments to ascertain if a similar

arrangement can support their recruitment efforts.

2. As a community service and recruitment strategy, the College Level Examination Program (CLEP)

and Dantes Subject Standardized Tests (DSST) exams are offered to support academic and

professional goals. During the last few years, over 180 people who took these exams


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subsequently proceeded to enroll in credit-bearing courses at the College. With the support of

College resources to provide a permanent Testing Center, this initiative will be expanded.

3. New classes in science, technology, engineering, arts, and math (STEAM) for youth ages 12-17 will

be offered. This will provide a community service and bring pre-college age students to campus

where they will be introduced to NCC and provided with information about the College and the

programs that are offered.

4. For young adults found with drugs and alcohol in their possession, the Alternatives Program was

designed in collaboration with the Dean of Students as a retention support service for NCC

students who were in jeopardy of being dismissed from the College. This program will continue

to be offered to assist with retaining NCC students.

5. Under the auspices of the Communications Department, the Radio Station, WHPC, offers

internship opportunities to NCC students to support their persistence and success. With the

inclusion of additional equipment, internship opportunities will be expanded.

6. To support the employment needs of the community, programs in job growth areas such as health

care and hospitality are offered, as well as grant-funded job training programs for individuals to

enter into or advance in the workforce. Some of these programs provide a career pathway from

non-credit to credit certificates or degrees. The intention is to develop more programs that

connect the non-credit offerings to the credit programs, in collaboration with the academic

departments.

7. To provide educational support for the community surrounding the College, the High School

Equivalency exam (TASC) is offered at NCC. NCC is the largest provider in Nassau County and the

only public testing center in the County. From 2013-2015 over 1,100 people have taken the exam

and approximately 12% enroll in credit-bearing courses at NCC.

Public Transportation System Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential.

Public transportation is very popular with our student population. The Nassau Inter-County Express (NICE) bus company has been reducing routes in Nassau County. Railroad access continues to be minimal, due to lack of accessibility to NCC’s campus. Currently, NCC does not operate any shuttle services from campus to the local railroad stations. To help recruitment and retention, the College should look into introducing limited shuttle service to at least one train station, to help our students who use the railroad.

Equal Opportunity Program Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential.

Nassau Community College is well poised to undertake the administration of a New York State Equal Opportunity Program (EOP). Likewise, the College’s Center for Excellence & Innovation, headquarters for K-16 partnerships that impact college access and success for diverse student populations, is a prime location for housing this EOP initiative.


29

NCC’s Equal Opportunity Program funding will be used to provide economically and academically disadvantaged, first generation students with access, academic support and financial aid. These direct services and supports for first-time, full-time students will include personal counseling, academic advisement, tutoring, skill development workshops, supplemental instruction, and mentoring. Additionally, as part of a student’s overall financial aid package, the Program will provide modest financial aid to alleviate non-tuition expenses (e.g. books, supplies, etc.). While Equal Opportunity Program funding may also be used for counselors and additional faculty wages, the College is responsible for providing a Program Director. Program implementation practices to promote student achievement at Nassau Community College include, but are not limited to:

Summer bridge program

Peer mentoring Student support groups

Enhanced advisement, academic goal setting and advising

Tracking of attendance and grades/early alert system

Structured and mandatory counselor/advisor contacts

Embedded within most SUNY campuses, EOP is well overdue at NCC and represents a valuable opportunity to increase the College’s retention and graduation rates, while further manifesting the College’s ideal of “Where Success Starts…and Continues”.

Section V

Surveys Goal 2: Student Persistence and Success Objective: To provide the Support Services Necessary for Students to Realize Their Maximum Potential

1. Registration Survey A forced survey located in the NCC portal for every student to complete before they register for the

semester. This would allow the College to learn more about the goals of the student for that semester.

2. Retention Survey See next page.

Retention Survey (Students Not Return SPRING 2017)


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Nassau Community College - Retention Survey

This survey is an opportunity for us to learn why you have left Nassau Community

College and to assist you in any way to help you come back. Please take a moment to

complete this short survey and thank you in advance for participating.

1. Why didn't you return to Nassau Community College? (Check All that Apply)

2. Could NCC have done anything further to help you return for the Spring 2017 semester?

Other (please specify)

Classes I needed were not available

My objectives were met without taking any additional coursework

Change in my career path

Not enough academic support

Family relocated outside of Nassau County

Enlisted/Called into Active Duty Military

Financial Aid did not cover tuition expenses

Transferred to four year institution without completing Associates

Did not feel challenged by programs offered at NCC

Financial difficulties at home

Instruction (Teaching) did not meet my expectations

Failed to make satisfactory progress

Registration process was difficult and time consuming

Emotional stress, personal and or family problems

Got a job/increased my work hours

Change in Family Life/ Time Off to support Family


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3. Rate each area by selecting the appropriate category that best reflects your experience

4. Do you plan to return to Nassau Community College at a future date to complete your degree?

5. Any other comments that you would like to share with us.

6. We would like to speak with you about your comments. If you would like to communicate with a

member of the staff, please include your name, personal email address and a phone number where

we can reach you.

Name

Email Address


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7. Which area of concentration best describes the program you were enrolled in when you left NCC

8. Did you receive your degree from Nassau Community College?

Yes

No

No, but I would be interested in transferring credits back to NCC to get my degree.

3. Graduation Survey Add questions to the Online Graduation Application- Questions would be added to ask them what they

plan to do within the next 6 months. Do they intend to enroll at another community college, another

SUNY, another CUNY, 4-year institution?

Business

Humanities including Fine Arts

Liberal Arts (AA or AS programs)

Allied Health Sciences (Including Nursing and Mortuary Sciences)

Career Track Program of Study (Any AAS programs)

Other (please specify)


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Section VI - Appendices

Student Enrollment In Programs from Fall 2014-Fall 2016

PROGRAM DEGREE Fall 2016

Fall 2015

Fall 16/ 15 Change

Fall 2014

Fall 15/14 Change

Acting A.A. 34 31 3 29 2

Adm Business Technology Medical A.A.S. 86 88 -2 92 -4

Administrative Business Technology - Administrative Support A.A.S. 20 17 3 21 -4

Administrative Business Technology - Administrative Support CERT 1 3 -2 4 -1

Administrative Business Technology - Encore CERT N/A N/A 0 3 0

Administrative Business Technology - Legal A.A.S. 19 21 -2 19 2

Administrative Business Technology - Medical CERT 5 13 -8 5 8

Administrative. Business Technology - Legal CERT 1 2 -1 1 1

American Sign Language A.A. 50 39 11 42 -3

Art A.S. 162 156 6 179 -23

Art Studies A.A. 12 11 1 10 1

Biology A.S. 223 214 9 204 10

Bus—Accounting A.A.S. 40 26 14 29 -3

Bus-Fashion Buying & Merchandising A.A.S. 208 266 -58 315 -49

Business Administration CERT 12 15 -3 28 -13

Business Transportation & Logistics Management A.A.S. 2 1 1 2 -1

Business: Accounting A.S. 412 451 -39 450 1

Business: Business Administration A.S. 1,133 1,180 -47 1,173 7

Business: Retail Business Management A.A.S. 71 55 16 54 1

Bus—Marketing A.A.S. 345 280 65 251 29

Civil Engineering Technology A.A.S. 161 166 -5 135 31

Commercial Art: Digital Technologies A.A.S. 211 229 -18 248 -19

Communication Arts A.A. 141 124 17 119 5

Computer Information Systems: Microcomputers CERT 8 9 -1 7 2

Computer Repair Technology A.A.S. 57 68 -11 74 -6

Computer Science A.S. 156 119 37 130 -11

Construction Management CERT 46 30 16 28 2

Creative Writing A.A. 15 N/A 0 N/A 0

Criminal Justice A.S. 849 854 -5 876 -22

Dance A.A. 27 23 4 28 -5

Design: Interior Design - Home Furnishings A.A.S. 74 67 7 75 -8


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Fall 2015

Fall 16/ 15 Change

Fall 2014

Fall 15/14 Change

Desktop Publishing & Design CERT 5 3 2 6 -3

Dietary Management CERT 8 9 -1 6 3

Disability Studies A.A. 74 69 5 66 3

Disability Studies CERT 21 28 -7 21 7

Electrical Engineering Technology A.A.S. 106 114 -8 117 -3

Emergency Management A.S. 35 35 0 28 7

Engineering Science A.S. 196 187 9 181 6

Fashion Design A.A.S. 60 62 -2 86 -24

Financial Markets CERT 5 6 -1 8 -2

Fire Science A.S. 63 71 -8 78 -7

Food & Nutrition A.S. 154 158 -4 178 -20

Food Service Admin, Restaurant Management A.A.S. 71 103 -32 106 -3

Food Service Technology CERT 2 5 -3 4 1

Health Information Technology A.A.S. 42 37 5 33 4

Health Information Technology CERT 78 94 -16 85 9

Health Studies A.S. 67 42 25 31 11

Hotel Technology Administration A.A.S. 62 85 -23 93 -8

Human Services: Community Service & Social Welfare A.A. 103 116 -13 133 -17

Information Technology A.A.S. 170 183 -13 180 3

Interior Design - Home Furnishings CERT 4 5 -1 3 2

Lib Arts & Sciences-Afro-American Studies A.A. 4 6 -2 4 2

Liberal Arts & Sciences: Adolescence Education (Teacher Education Transfer) A.A. 77 89 -12 113 -24

Liberal Arts & Sciences: Adolescence Education (Teacher Education Transfer) A.S. 19 27 -8 29 -2

Liberal Arts & Sciences: Childhood Education (Teacher Education Transfer) A.A. 127 110 17 124 -14

Liberal Arts & Sciences: Childhood Education (Teacher Education Transfer) A.S. 15 14 1 14 0

Liberal Arts & Sciences: Early Childhood Education (Teacher Education Transfer) A.A. 175 144 31 143 1

Liberal Arts & Sciences: Early Childhood Education (Teacher Education Transfer) A.S. 13 19 -6 16 3

Liberal Arts & Sciences: Humanities & Social Science A.A. 9,442 10,645 -1203 11,134 -489

Liberal Arts & Sciences: Math & Science A.S. 967 900 67 950 -50

Liberal Arts & Sciences: Mathematics A.S. 12 9 3 11 -2

Media A.A. 130 159 -29 164 -5

Medical Laboratory Technician A.A.S. 24 25 -1 24 1

Mortuary Science A.A.S. 50 64 -14 72 -8


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Fall 2015

Fall 16/ 15 Change

Fall 2014

Fall 15/14 Change

Non-Degree 2,057 2,002 55 2,089 -87

Nursing A.S. 311 372 -61 423 -51

Paralegal A.A.S. 128 127 1 133 -6

Paralegal Studies CERT 66 66 0 67 -1

Performing Arts-Music A.A.S. 71 88 -17 108 -20

Photography A.S. 59 73 -14 77 -4

Photography CERT 5 7 -2 6 1

Physical Education Studies A.S. 153 144 9 121 23

Physical Therapist Assistant A.A.S. 73 61 12 65 -4

Radiologic Technology A.A.S. 58 55 3 53 2

Radiologic Technology: Radiation Therapy Technology A.A.S. 19 22 -3 22 0

Respiratory Care A.A.S. 38 43 -5 34 9

Studio Recording Technology CERT 115 104 11 96 8

Surgical Technology A.A.S. 59 49 10 57 -8

Teaching Assistant CERT 23 26 -3 26 0

Technical Theatre A.A. 11 15 -4 14 1

Telecommunications Technology: Verizon A.A.S. N/A 18 0 35 -17

Website Design CERT 7 3 4 10 -7

Total Number of Students 20,215 21,456 -1,238 22,308 -849

N/A-Degree not offered during that semester

Source OIR: Argos Report of OIR-SIRIS Report of Enrollment Counts by Program

Enrollment Master Plan—Recruitment 2018-2021

36

Goal 1: Excellence in Teaching and Learning Objective 4: To create educational programs that respond to and satisfy diverse community needs

Strategy

Identify specific department tasks/initiatives to be undertaken to address strategic objective

Responsibility

Identify lead entity and others related to task accomplishment.

Timeline

Target date(s) for implementation/ completion of proposed tasks.

Assessment Results that Inform this Strategy

Underlying evidence motivating the proposed strategy.

Resource Implications

Facilities, equipment, personnel, etc. required to implement proposed strategy.

Assessment Method—How Will Strategy

be Assessed (Outcomes/Metrics)

Identify target outcome(s) and metric(s) determining successful achievement of intended results.

Four-Year Financial Plan

Projected costs necessary to undertake proposed strategy.

Culinary Arts Degree Recruit and market the new Associates in Occupational Studies ( AOS) degree

The leads will be the Admissions Office, Academic Advising and the Hospitality Business

Fall 2018-Summer 2020

Currently our local colleges do not offer a degree in Culinary Arts, and both prospective students and school counselor often inquire

Capital Funding Assessment will be based on the number of applicants and enrolled students

2018

RN/BSN partnership with SUNY Empire State Recruit and market the new (Registered Nurse) RN/BSN (Bachelors Nursing) Program

The leads will be the Admissions Office, Academic Advising and the Nursing Department


Hospitals prefer to offer students in a bachelor of Nursing program the opportunity for clinical rotations

Operational Assessment will be based on the number of applicants and enrolled students

2018-2020

Expand “First Step” NCC has created partnerships with SUNY Binghamton and SUNY Oneonta. Students are offered “deferred admissions” to the 4 year college and encouraged to enroll at NCC

Admissions Honors

Fall 2018 Four-Year colleges reaching out to NCC for development

Operational Tracking the student success once the student transfers to the four-year institution.

2018


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Strategy Responsibility Timeline Assessment Results that

Inform this Strategy Resource

Implications

Assessment Method—How Will

Strategy be Assessed (Outcomes/Metrics)


Expand “Jump Start” High School Partnership. The College is working to identify college courses that the local school districts would like offered for college credit. Classes will be taught by NCC faculty at the local high schools. The goal of this program is for students to start pursuing NCC college credit while in high school and establishing relationships with our faculty.

Admissions

Spring 2018 High School counselors often ask if we have a dual enrollment program like several local colleges in the area.

Operational Increase in full-time enrollment due to credits earned in high school would expedite earning an Associate’s degree

2018


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Goal 2: Student Persistence and Success Objective 3: To provide the support services necessary for students to realize their maximum potential



Implications




Increase the coordinator hours offered to the Coordinators of the Honors Program during the Summer. The number of incoming Freshmen able to be accepted into the Honors Program each Fall is commensurate with the number of hours the Coordinators are available to advise incoming students during the summer months. Although advisement begins during the Spring semester, the majority of students get accepted during June, July, and August. Additional hours would enable the Coordinators to be available for more hours increasing the number of students who can be accepted.

Administration Spring 2018-Spring 2019

Historical data that indicates how many incoming Freshmen were accepted into the Honors Program.

Moderate Students who utilize the services offered will surveyed to gauge their experiences. Records will be maintained that indicate how many students were accepted. Retention, graduation, and transfer rates will be calculated and compared to students not enrolled in the Honors Program.

2018-2019 Monetary value is based upon the contract value of the coordinator hours.

Increase “scholarship” opportunities for incoming Honors students via book vouchers.

Co-coordinators of Honors and the NCC Foundation

Fall 2018-Spring 2020

Students entering NCC Honors Program may be offered scholarships at other institutions. By providing some financial aid will help, we may make our program more competitive.

Operational or Grant funding.

Increased Honors Enrollment

2018-2020

Develop Memo of Understandings (MOUs) with Honors Programs at 4-year institutions.

Co-coordinators of Honors and the Admissions Office


Academically motivated students are eager to continue their careers in Honors. Pathways for honors completion at a 4-year institution would increase the desirability of our program.

None Graduation rates for students in the Honors Program.

2018-2019


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Implications




Offer College Level Examination Program (CLEP), Dantes Subject Standardized Tests (DSST) to NCC students and the community to support their academic professional goals.

AVP, WDLLL, Assistant Director, Community Programs and Testing Center (CPTC)

Ongoing College Board has identified NCC as a Top 100 Testing Center in the country.

The Testing Center in Building U is used to provide this service. Capital Funding

From Fall 2009-Fall 2016, 182 people who took the exams then enrolled in NCC credit-bearing courses which brought revenue to NCC. Increased availability for the community to achieve their academic and professional goals.

2018-2019: Facilities and ITS Departments planning construction of space in Building U.

2019-2020: Begin construction in Building U when Center for Students with Disabilities is relocated to the Brick Café.

Expand the current layout to accommodate two additional offices as noted in above strategy.


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Goal 3: Community Engagement Objective 1: To create a wide variety of activities and cultural programs to enrich student and community life



Implications




Addition of Women’s Wrestling Program – the fastest growing HS sport in Long Island and NYC. Currently there is only 1 Junior College in the North East that offers it at club level. NCC will work with USA Wrestling, LI Wrestling Association and US Marines in this endeavor. NCC men’s wrestling team is highly regarded nationally and locally; adding the women’s team provides a viable academic and athletic option for women on Long Island and the surrounding area. NCC will be a hub for both genders in this sport.

Athletics

Target date: Fall 2017

Student and community have requested to develop a program.

Student Fees/Grants

This will lead to increased opportunities, revenue and support Title IX initiatives.

2018 $20,000 per year

Increase applied learning opportunities in Nicaragua for Honors students.

Co-coordinators of Honors Dean Arts & Humanities Asst Dean for International Education


Student feedback requesting this opportunity.

Grant Funding Reflective Surveys 2018-2020


41

Goal 3: Community Engagement Objective 2: To enhance the economic and cultural vitality of the County by promoting an educational environment which responds to the changing needs of the community



Implications




Increase Diversity within the Student Body. The College will look to expand community outreach to formulate relationships with Community Based Organizations (CBOs). The College will also expand outreach to religious organizations and schedule admissions and financial aid presentations at these places.

Admissions

Fall 2017 Our student body is approximately 25% Latino/a, the College will continue to active recruit to increase Latino/a students which may also allow us to apply for federal funding for campuses over 25% Latino/a

Grant funding Reviewing the student body demographic every fall.

2018

Offer High School Equivalency exams (TASC) to community.


Ongoing NCC is the largest TASC provider in Nassau County and the only public testing center in Nassau County.

From 2014-2016 an average of 595 people each year have taken the exam.

Due to the availability of the Testing Center in Building U, it is estimated that 700 people will take the exam by the end of 2017 A/Y.

Dedicated testing facilities in Building U have been approved by New York State. Capital Funding

Participants who enrolled at NCC upon passing the TASC exam, and increased availability for the community to earn their high school credential to succeed in the work force.



Expand the current layout to accommodate two additional offices, as noted in above strategy.


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Implications




Recruitment & Branding Initiative – develop and strengthen brand identity for NCC Lions. The Athletics brand will be consistent with College legacy and reputation in athletic arena and classroom. Initiatives include new Athletics Website with personalized online recruitment, target student portfolios, strategic communications flow, customized timetables connected with Admissions marketing strategy, targeted video campaigns, etc.

Athletics Rollout: Fall 2017 and continued development through spring 2018

Student and community feedback have requested an enhanced athletics website like our peer institutions

Technology/ operational

Increased opportunities for recruitment of student-athletes

2018 $8,000-$12,000

Outreach to Non-Traditional Learners through Online Learning Opportunities. Target potential students who are looking for retraining, obtaining a second degree, seeking specific courses/programs/certificates or furthering their education.

Distance Education/ Marketing/ Institutional Research/ Admissions

Spring 2018 This is an untapped market for the institution. NCC provides affordable and flexible scheduling which can help these students meet their educational goals.

Technology/ operational

Obtain baseline data on non-traditional learners enrolled in online classes Increased enrollment of non-traditional students in online courses.

2018


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Implications




Develop Science, Technology, Engineering, Arts and Math (STEAM) classes/programs for youth, ages 12-14 and 15-17. Provide service to community and bring pre-college students to campus where they will be introduced to NCC and provided with information about the College. Courses to be offered Summer 2017 Young Entrepreneurs Package Design & Advertising

for Teens The World of 3D Printing

AVP, WDLLL; Associate Dean, Lifelong Learning (LLL)

Fall 2017 Interest from community for STEAM classes/programs for youth.

2018 P/T staff person to handle CED youth program related requirements, waivers, signoffs, immunization, allergy, track instructor/staff appropriate training and background checks. Work study students to support program. Youth program will generate revenue. Operational Funding

Enrollment and feedback from student/parents will provide information for program growth and expansion.

2018 Increase AA budget to accommodate instructor/staff cost. Revenue generated to offset expense.


44




Implications




Offer the Test of Essential Academic Skills (TEAS) review course to support Nursing Dept. recruitment efforts and community needs.

AVP, WDLLL, Associate Dean, LLL

Ongoing. Poor TEAS test results of students applying to NCC nursing program.

None. This is a revenue generating program.

Analyze scores of potential students who apply to NCC Nursing Program. Instructor and student evaluation of course and recruitment criteria of the NCC Nursing Dept.

2018-2021 No funds needed.

Collaborate with Allied Health Sciences Dept. to offer TEAS Exam for NCC and community members interested in the field.


Fall 2017 Support Radiology Dept. with selecting candidates for the program.

Capital Funding Number of prospective NCC student and community members who take the exam.



Expand the current layout to accommodate two additional offices, as noted in above strategy.


45

Goal 4: Stewardship Objective 1: To create a multicultural environment which fosters the synthesis of knowledge, aesthetic appreciation, and commitment to ethical and social values



Implications




Create On-Campus Residence Halls Exploration and implementation of student housing at NCC would provide a much needed space to attract students to NCC and provide an essential service in recruitment of students from overseas

Academic Student Services

Fall 2020 Inquiries are made throughout the year if NCC has on-campus residence halls

Operational Increase in student retention due to living near campus.

2020

Goal 4: Stewardship Objective 2: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintains effective budgeting and facilities management, stimulates thoughtful planning for the future of the College



Implications




Implement a Customer Relationship Management (CRM) Develop an online database of prospective student’s biographical information in order to create a robust and timely communication/marketing plan.

Admissions, Information Technology and Athletics

Spring 2018 The current Microsoft Excel list is not able to handle the functionality needed.

Technology Reports will be developed to identify the application to enrollment yield results per campaign created.

2018

Promote Excelsior Scholarship Promote the New York State “free SUNY tuition” for prospective and current students.

Admissions, Financial Aid,

Fall 2017 New York States has created this full tuition scholarship for students who meet the eligibility

Operational Increased Enrollment 2018


46

Goal 4: Stewardship Objective 2: To provide administrative leadership which assures educational quality, furnishes adequate student support services, maintain effective budgeting and facilities management, and stimulates thoughtful planning for the future of the College



Implications




Expand Marketing Presence The local areas have over 20 colleges within twenty miles. Many local SUNY and CUNY colleges are trying to “market” to Nassau County residents. Additionally, NCC needs to expand its own marketing presence in the local community.

Admissions/Marketing

Spring 2018 We currently have a very limited marketing budget, and the local colleges around us continue to have much more of the “advertising market”.

Operational Unique URL will be created for tracking the success rates of the advertising.

2018

Increase marketing “brand” on Long Island The College needs to expand its print and electronic marketing to be competitive with our competition.

This should be a joint venture with the Marketing and Communications Office and the Offices of Admissions and Athletics.


Many of the local public and private colleges are continuing to purchase media opportunities to increase “brand” and “educational opportunities”.

Operational Assessment will be based on the number of applicants and enrolled students. Results be measured by specific website and analytics for each advertising campaign

2018-2021


47




Implications




Rebrand the Office of Distance Education to the “Office of Digital Learning” Included: NCC Online, hybrid, web-enhanced classes, COIL, and instructional web-based technologies.

Distance Education/Cabinet

Fall 2017 Students do not understand “Distance Education”. Integrating the various modalities under the Office of Digital Learning, we will be better able to market and promote our offerings.

Operational Include awareness of online education in survey to students.

2018

Outreach to former NCC students who require 9 or fewer credits to complete a degree Encourage these potential students to complete their degree by enrolling in online classes.

Distance Education/ Marketing/ Registrar

Spring 2018 Students who are within reach of graduation stand to greatly benefit from enrollment in online classes.

Operational Increased number of students in online courses. Increased number of graduates.

2018

Outreach to Students Residing Out-of-State New membership in the State Authorization Reciprocity Agreement (SARA) provides NCC with the opportunity to market unique and affordable online courses to out-of-state students.

Distance Education/ Marketing/ Institutional Research/ Admissions


NCC is joining SARA; gain return on investment through active marketing to out-of-state students.

SARA annual Membership = $15,000

Obtain baseline data on out-of-state learners enrolled in online classes Increased enrollment of out-of-state students in online courses.

2018


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Implications




Market courses through Open SUNY Navigator NCC’s online courses, and programs in which 50% or more can be done online, are now posted on SUNY’s web site: https://navigator.suny.edu/courses https://navigator.suny.edu/degrees Seek SUNY marketing efforts

Distance Education/ Institutional Research/ Registrar

Fall 2017 NCC offers online courses that have potential interest to students across SUNY.

No fees/ Cross-Registration system per SUNY

Analyze data. Increased enrollment of SUNY students in NCC online courses.

2018

Market NCC through the Open SUNY Leads program Campus Connect has a separate “bucket” for online leads, and specific access has been provided to the Office of Distance Education. Develop a response plan distinct from the SUNY System and NCC Admissions offices.

Distance Education Institutional Research/ Admissions

Fall 2017 NCC offers online courses that have potential interest to students across SUNY.

No fees/

Analyze data. Increased enrollment of SUNY students in NCC online courses.

2018

https://navigator.suny.edu/courses



Enrollment Master Plan—Retention 2018-2021

49


Strategy Responsibility Timeline Assessment Results that Inform this

Strategy Resource

Implications




Expand study abroad programs Development and expansion of study abroad programs to underscore NCC’s commitment to providing students with equal education opportunities and access to programs which increase global knowledge and build skill sets

International Education

Spring 2018

Students have increasingly shown interest in studying abroad, whether it be through NCC, faculty-led courses, through SUNY campus offerings, or through private organizations and consortia. In order to appropriately advise students and stay informed an abreast of the latest issues, trends and programmatic offerings, a full-time assistant director of study abroad and special programs

Operational, grant funding

Number of students registering for study abroad programs

2018 Increases in study abroad participation should be monitored to determine recourses needed.


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Goal 2: Student Persistence and Success Objective 2: To maintain developmental programs which upgrade student skills for success in college level courses, and to provide special courses of study which enhance general education



Implications




Preparatory English, reading, math workshops Tutoring for student athletes during summer months with the goal to yield higher success/passing rates on College placement tests.

Athletics to work with Academic Affairs/Grant Department to explore funding opportunities for this initiative.

Summer 2018 Feedback from student athletes and high school coaches and school counselors and district superintendents

Grant funding The number of student-athletes placing into remediation will be reduced

2018 $20,000-$30,000

Academic Mentors – partner with Dean of Students Office, Math and English Department to match at risk student athletes with faculty mentor. Goals include increased student engagement, persistence, degree completion, students learning to achieve steps to access tutoring and services, take responsibility for their own success, demonstrate to these students that they are valued, develop positive relationships with faculty and achieve higher grades.

Athletics to work with Dean of Students, faculty from English, Math Department.

Target date: Spring 2018

Current students-have requested a program to be developed.

operational Improved retention and graduation of student-athletes

2018 Minimal costs


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Implications




Financial Literacy - SUNY Smart Track Financial Literacy Website An online learning environment that empowers potential and current students for a lifetime of financial success. The interactive financial aid literacy tools can assist individuals to achieve smart money management skills. Courses and modules cover topics that include budgeting, credit cards, identity theft, paying for college, banking, debt, working in college, and savings.

Financial Aid and NCC Community

Ongoing The understanding and management of personal finance and student loan debt are financial literacy topics of particular importance to college students. As the national average level of student debt rises above credit card debt, students' knowledge of personal financial matters becomes more relevant. We will continue to incorporate awareness of this product into our presentations and workshops. Suggest it be part of the NCC 101 course curriculum.

SUNY initiative that allows our students to access the Financial Literacy website, with the vendor currently provided and supported by SUNY. This link is available from the NCC Financial Aid webpage and should be expanded to a more prominent position on the NCC website.

SUNY dashboard will allow us to gauge the usage of this tool and the ultimate success of student.

2018-2021


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Strategy Responsi-

bility Timeline

Assessment Results that Inform this Strategy


Assessment Method—How Will Strategy be

Assessed (Outcomes/Metrics)

Four-Year Financial

Plan

Offer FAFSA Presentations in HS and Public Libraries

Admissions & Financial Aid

Fall 2017 Contact HS guidance counselors and local libraries to offer community workshops, presented by NCC financial aid counselors.

Utilizing current NCC financial aid counselors, either with flex scheduling or assigned adjunct hours.

Correlate admissions applications to the respective HS or library district to determine if increased exposure to NCC encourages enrollment.

2018-2021

Offer FAFSA Workshops on Campus

Financial Aid

Already in progress

Postcards and emails are sent with the message “Get help paying for college”, reminding new and continuing students to complete the FAFSA and offering workshops. The postcards are sent monthly and emails twice a month. Workshops also posted on Financial Aid web page.

Using available campus computer labs, create target groups such as CSD and athletics, and offer specialized sessions for each distinct population. This process is already in place for LINCC students and has been successful in encouraging their early FAFSA completion.

Current participation has been very minimal. By working with department program and getting buy-in from academic areas, students will be more likely to participate.

2018-2021

FAFSA Received Email Notifications Since NCC cannot package students prior to the mid-June County budget approval, we developed automatic communication with students, notifying receipt of FAFSA & expected follow-up with award letter to keep student engaged in college process. We have established 3 population types: (1) new & continuing student (2) non-degree seeking & (3) no admission application on record.

Financial Aid

beginning with 2016/17 FAFSA submissions

Group 1: New & Continuing. Group 2: Inform that we received their FAFSA, but only degree-seeking (matriculated) students can be considered for aid. We encourage them to consider a degree program. We find so many students are not aware of this requirement to receive aid and subsequently follow up with Registrar. Group 3: Many times they believe the FAFSA is the “application”. We make them aware that they have to apply to NCC and complete the Admissions process.

ITS and Financial Aid work together to create reports to monitor each of these populations

Group 2: 2016/17 of the 1948 emails sent, 1642 became matriculated and 783 (48%) enrolled. Group 3: 2016/17 of 2574 emails sent, 881 submitted admissions applications.

2018-2021


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Inform this Strategy Resource Implications



Four-Year Financial

Plan

Book Vouchers - vouchers are emailed to students that have secured their Federal Aid.

Financial Aid, SFA & IT

Ongoing Financial assistance that gives students access to the books and materials necessary to be successful.

Barnes & Noble cooperates by offering deferred payment for textbooks until federal aid is disbursed. Student Financial Affairs works closely with the bookstore to secure payments from aid proceeds or directly from the students when aid does not cover.

Compare the number of students that were issued vouchers to the number that utilized them each semester.

2018-2021

Scholarships for Small Outstanding Balances

Student Financial Affairs

Spring 2018

Remove registration block for balances under $100

Explore scholarship availability with NCC Foundation resources

Monitor continued registration and success of scholarship recipients

2018

Default Management & Retention - communicate with student loan borrowers that have withdrawn from NCC, informing them their loan responsibility and the benefit of an in-school deferment by registering for the next semester.

Financial Aid Ongoing It is a fact that students that stay in school and complete their program of study are less likely to default on their student loans.

Utilize federal reports to determine student repayment patterns and monitor potential delinquencies to avert default status. Additionally, contact student withdrawals to encourage return to school, thereby minimizing potential loan defaults.

Of the 139 Loan Borrowers that withdrew in fall 2016, 41% returned for the spring 2017 semester

2018-2021


54



Strategy Resource

Implications




Implement Degree Works This functionality will provide NCC students an improved degree audit system to allow students to review their academic program requirements. After fully implemented, NCC student will be able to evaluate their NCC credits will transfer within the SUNY system.

Registrar/IT

Spring 2018 A SUNY Seamless Transfer Initiative Operational Increasing Student Persistence via a robust degree audit system.

2018 $60,000

Implement “Schedule Builder” “College Scheduler” software system which allows students the ability to search for classes based on their “availability”. This information will allow the College to research the optimal student times for all classes to be offered.

Academic Advisement Registrar IT

Summer/Fall 2017

Providing the student with a simplified registration process has proven to improve retention rates at other institutions already using this software. College Scheduler LLC can provide a platform that interfaces with Banner to meet this need. In addition, this program tracks student preferences to allow for more efficient planning of course schedules and faculty assignments.

Operational College Scheduler will be able to effectively meet the College’s needs for data collection and daily reporting of course demand, time demand and most desirable student schedules. College Scheduler will also fully integrate with Degree Works.

2018 $50,000 annually

Faculty Assignment for Upcoming Courses To identify faculty who will be assigned to classes before registration begins.

Academic Affairs/Registrar’s Office

Fall 2019 Based off student feedback, students would like to know who is teaching their courses before they register

Contractual Registration statistics 2019


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Strategy Resource

Implications




Admissions/Registrar’s Office may matriculate selected students for the summer semester if they have met all the admissions requirements and provided their program of study choice permits.

Admissions and Registrar’s Office

Fall 2017

We are able to offer these students financial aid, which is effective for recruitment and retention.

With the prospect of year round Pell returning, this will be a good resource to increase summer enrollment.

Data from Banner on those students matriculated in summer session

2018

Promote Smart Track module to Student Service Departments and Faculty for them to encourage or incorporate this tool into their curriculum.

Financial Aid Ongoing These are the areas that are engaged with students. What this would mean for each area: Enrollment management - concern about financial literacy = retention. Bursar - They understand financial literacy = responsibility. Faculty- are the front line. They know long before any department when a student is no longer engaged. This affects retention. Alumni/Foundation- Financial Literacy leads to a successful student that pays bills and more likely to give back to the College that educated them.

Broadening awareness of this resource to campus faculty and staff, so they can offer encouragement for student participation. Classroom presentations have been successfully given by financial aid counselors. Students and faculty have been receptive to this information.

Compare retention and success of those that utilized this tool year to year.

2018-2021

Provide Shuttle Transportation to Campus Many of our students are taking advantage of public transportation. NCC hopes to develop a “shuttle service” that would transport students from the LIRR and the Hempstead Bus Shelter

Student Services and Facilities

Fall 2018 NICE continued to reduce bus lines to campus and around the County.

Operational Retention should be improved.

2018


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Implications




Conduct Surveys 1. Registration Survey - Forced survey in

the portal for every student to complete before they register for the semester (what is your goal?)

2. Withdrawn Survey - Add to current form, a question to ask them why they are withdrawing from the College, will they be re-admitting in the future.

3. Grad Survey - Add questions to the Online Graduation Application- Questions would be added to ask them what they plan to do within the next 6 months. Do they intend to enroll at another community college, another SUNY, another CUNY, another 4 year institution?

Registrar’s Office Fall 2018 Surveys have been conducted for the last few semesters and feedback has been very helpful as the Student Service Center has reviewed its business process

Operational Continued follow-up from students who have requested additional information.

2018 Minimal

Alternatives Program (for young adults found with drugs or alcohol), provided as a retention initiative for NCC students and a service to the community.

AVP, Workforce Development and Lifelong Learning and Assistant Director, Community Programs and Testing Center (CPTC)


Retention support service offered to NCC students to provide them with an opportunity to remain at NCC and to maximize their potential. National Youth Risk Behavior Survey (YRBS) shows a negative association between alcohol and other drug use and academic achievement.

Maintain current budget

Retention of NCC students. During 2014-2017, 143 NCC students completed the program. Participant survey provides feedback on the class.

2018-2021 New resources not required.


57




Implications




Develop web-based advising services With continued growth in online enrollments, purchase a web-based tool to enable online chat with an advisor (ie similar to the chat tool that Library Services offers) to provide online support.

Distance Education/ ITS/ Advisement


Per Hallmark #7 (Interregional Guidelines for the Evaluation of Distance Education): The institution provides effective student and academic services to support students enrolled in online learning offerings.

Technology Analyze data on usage. Surveys to students to determine satisfaction with support.

2018-2019

Develop web-based online withdrawal application Currently Office of DE has created its own programming for online withdrawal as a stop-gap until ITS develops a web-based form. Create a more streamlined process for online withdrawing.

Distance Education/ ITS

Spring 2018

Faculty and students in online learning should be able to seamlessly process and withdraw from online classes.

Technology/ Operations

Less time spent by the Office of Distance Education processing online withdrawals will free up personnel to work on other projects.

2018

Develop an Equal Opportunity Program (EOP) Will provide economically and academically disadvantaged students access, academic support and financial aid.

Center for Excellence and Innovation


Student feedback, and several other local colleges offer such a program.

Operational/ Grant Funding

Analyze data on student success Surveys to students to determine satisfaction with support.

2018-2019


58




Implications




Build a state-of-the-art computer lab for student training on Blackboard Conduct Blackboard demonstrations, provide student mentoring and tutoring on software.

Distance Education/ Facilities Management/ ITS

Fall 2018- Spring 2019


Capital/ Technology

Students will be better prepared to use the online learning management system.

2018

Provide online academic tutoring services to students in online learning Purchase access to online learning resources (third party vendors) to provide academic support.

Distance Education/ Student Services

Spring 2019


Operations/ Technology

Data analysis on usage Feedback from students Course assessments

2019

Provide On-line Orientation Reach out to new students registered for evening, weekend and/or online courses and those unable to attend the on-campus orientation. Online webinars will be developed to introduce new students to NCC.

Student Personnel Services

Fall 2018 Survey of students who did not come to orientation in Summer 16 stated that work issues, vacation, and child care issues as reasons for not attending orientation.

Technology Fees

The online orientation has built in surveys to access students learning of each module as they progress through the online orientation. We will be able to access what questions they got right and which ones they got wrong and then tailor the information accordingly.

2018 Depending on the company chosen, the initial investment is between $40,000 and $55,000. The follow up and yearly upkeep would be another $3,000-$5,000 per year.


59




Implications

Assessment Method—How Will Strategy be Assessed

(Outcomes/Metrics)


Build a student testing center for proctoring This testing center would be used by students who can come to campus for proctoring (as well as students from other campuses who can be charged a fee)

Distance Education/ Facilities Management/ ITS



Capital/ Technology

Obtain data on usage 2018

Provide access to 24/7 tech support to students in online learning Obtain Open SUNY Helpdesk 24/7 online tech support (currently we have evening hours until 9pm weekdays and weekend hours).

Distance Education Fall 2018 Per Hallmark #7 (Interregional Guidelines for the Evaluation of Distance Education): The institution provides effective student and academic services to support students enrolled in online learning offerings.


Continue to survey students to determine usage and satisfaction with technical support

2019

Increase student digital literacy skills through the use of web-based instructional technologies and the online learning environment.

Distance Education Fall 2017 Nearly every job in today’s market requires the use of technology. Students should be able to use technology to communicate, evaluate and create information.


Students equipped with digital literacy capabilities will take these skills to 4-year colleges and the work environment. Survey students in the lms to assess readiness and satisfaction with online classes.

2018


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Implications




Provide online version of all SPS workshops For students unable to attend the on campus workshops.

Student Personnel Services and Distance Education


Feedback from students has indicated the need for these online options.

Technology Fee

Pre- and Post-tests measuring the learning outcomes for each workshop

2018-2019 $3,000 for software and teaching stipend

Create additional learning communities with SPS courses The desired student outcomes of learning communities are to increase student engagement through unique learning environments and experiences; and to increase student integration of learning by promoting interdisciplinary learning through the liberal arts.

Student Personnel Services


SPS counselors identified as a retention initiative to increase the number of students to successfully complete the SPS093 class. Data show learning community (SPS093/BEP092) has increased student success and retention.

Minimal. SPS faculty working with other academic departments.

Pre- and Post-Test for each course learning outcomes.

2018 No monetary value needed.

Implement a one-credit First Year Experience course for all new students.

SPS/NCC 101/Academic Affairs

Fall 2019 Currently have this course being offered but not mandatory. By requiring this course, overall students GPA should improve.

Operational Tracking students GPA to review if retention is higher.

2019


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Strategy Resource

Implications




Hire a F/T Bilingual Spanish Psychological Counselor The Hispanic population is growing at a rapid pace in Nassau County. The College has started a new initiative to enroll Hispanic students.. No one on the staff of the Psychological Counseling Center speaks Spanish. We have 4 Psychological Counselors for approximately 20,000 students, a 1 to 5,000 ratio.

Student Personal Services (SPS)

Spring 2018

Our own assessment results suggest that Psychological Counseling contributes to overall student retention; in one study we conducted, for instance, 80% of students who had three or more counseling sessions said that they would be more likely to stay in college as the result of seeking counseling at our Psychological Counseling office. Other research suggests, though, that for Spanish speaking Hispanic clients, counseling can be less effective or even ineffective when conducted by English-speaking therapists.. Retention of Hispanic students could be potentially enhanced, then, by providing service in Spanish and the hiring of a Bilingual Spanish Psychological Counselor.

Operational for funding. Facilities and Technology for office space.

The ability of the new hire to successfully connect with the target population will be evaluated as a part of the Psychological Counseling Unit’s ongoing assessment procedure.

2018 This proposal would require a F/T faculty line and its associated costs as per NCCFT contract.


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Strategy Responsibility Timeline Assessment Results

that Inform this Strategy



Strategy be Assessed (Outcomes/ Metrics)

Four-Year Financial

Plan

Implement Renovation Plan for the Children’s Greenhouse

Phase I Renovations and improvements to existing facility. Exterior Renovations Playground safety surface and asphalt Handicapped accessibility Landscaping, planting of trees. New storage sheds Interior Renovation Make adult bathrooms handicapped accessible New carpeting New kitchen cabinets Plumbing repair New sinks Replacement of washer and dryer Replacement of half doors for safety purposes New countertops New air conditioning wall units (4) Creation of safe rooms

Phase II Expansion of Existing Facilities

Provide additional space for:

Student parent resource room with tables, chairs, and several computer workstations

Student parents to gather with their children before and after classes

Create additional classrooms to accommodate more children during peak enrollment times of 9am to 3 pm.

Additional classroom space to accommodate programs such as school age drop in program and child care for visiting students.

Meeting/conference room

Staff room/Front office Larger laundry facilities

Director of the Children’s Greenhouse V.P. Facilities Management Office of Design and Construction

Phase I: 2017-2018 Phase II: 2018-2021

Possible increased enrollment under the proposed NY state Excelsior Scholarship program will likely further increase demand for childcare, and support services for student parents. Safe Rooms – the need to establish safe rooms, with locking doors, to protect the children and staff was previously determined in cooperation with the Director of Public Safety. Facility improvements will aid in overall retention. Handicapped accessibility is an established need.

Phase 1 Capital Funds Phase II Capital Funds

Conduct survey to assess the increased student enrollment and use of the childcare center.

2018-2021 Costs for both Phase 1 and Phase 2 must be determined by the Office of Design and Construction and the Facilities Manage- ment Office.


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Implications



Four-Year Financial

Plan

Children’s Greenhouse Liaison Create a new NCC position to liaise between the Greenhouse, the College, the FSA, and the Community and can conduct a Feasibility study, explore the possibility of an independent 501(C) 3 designation, and create a promotional video to be used as a public relations and funding resource tool. 1. Establish marketing initiatives: increased visibility

on social media and campus-wide, and in NCC promotional materials.

2. Increased signage across the campus

Director of the Children’s Greenhouse, VPAA and Budget Office

2017-2018 Academic Year

The Children’s Greenhouse is a campus service with proven success in attracting and retaining students. 82% of the student parents enrolled in Fall 2015 returned for Spring 2016. (from the Campus Services Committee Report)

Operational Survey student parents at the Greenhouse to determine how they learned about the availability of child care on the campus.

2018

Expand Children’s Greenhouse Student Services 1. Funding for already existent On-site Mentoring

Program through the English Department. 2. Creation of additional department on-site

mentoring. 3. Parenting Workshops 4. In-house Tutoring 5. Continuation of Campus Services Parent

Resource Fair.

Director of the Children’s Greenhouse, VPAA, Budget Office and the English Department

2017-2018 Academic Year

The Children’s Greenhouse is a campus service with proven success in attracting and retaining students. 82% of the student parents enrolled in Fall 2015 returned for Spring 2016. (from the Campus Services Committee Report)

Operational

Survey student parents at the Greenhouse to determine how they learned about the availability of child care on the campus

2018 New resources not required.


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Strategy Responsibility Timeline

Assessment Results that Inform this

Strategy



(Outcomes/Metrics)


Codify Honors Course Enrollment Numbers Best practices for Honors courses are for smaller class sizes enabling an enhanced learning experience. Honors courses at NCC are marketed as having smaller class sizes. However, Honors courses have the same maximum capacity of non-Honors courses which can result in the same class sizes as non-Honors courses. Although historically Honors courses were allowed to run with 10 students, courses in recent semesters have been canceled with enrollments of 10 students. Allowing courses to run at smaller class sizes will allow departments to offer a wider range of courses and experiment with how certain courses are taught.

Honors Co-Coordinators Department Chairs Academic Deans


Survey results show that Honors students prefer small class sizes and a wider variety of courses with multiple sections offered.

Minimal. Co-Coordinators working with Department Chairs and Academic Deans. This may impact number of faculty required depending upon the number of additional sections created.

Separate out assessment data for Honors courses from non-Honors sections. Survey students to learn about their experiences in these classes.


Create additional Honors Courses The desired student outcomes of Honors courses are to increase student engagement through unique learning environments and experiences; and to increase student integration of learning by promoting the development of advanced academic skills.



Survey results show that Honors students prefer a wider variety of courses and more choices of sections.

Minimal. Co-Coordinators working with Department Chairs and Academic Deans.

Separate out assessment data for Honors courses from non-Honors sections. Survey students to learn about their experiences in these classes.



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Create a true Honors seminar The Honors Program has offered an Honors version of NCC 101 on several occasions. However, the learning goals and student outcomes of NCC 101 do not truly align with what an Honors seminar should be. A new course should be developed modeled upon successful Honors seminars offered by Honors Programs at other community colleges.



Survey results show that Honors students prefer a wider variety of courses and more choices of sections.

Moderate. The curriculum for the course would have to be created, enough sections would have to be offered to allow a wide variety of scheduling options, and faculty would have to be given enough contact hours to make it work with their schedules.

Collect assessment data on student learning outcomes. Look at course completion rates and ultimate outcomes of the students who take the seminar versus those that don’t.


Create an Honors Capstone Course with Honors Project A capstone course with Honors Project would allow our students to be prepared for the rigors of advanced study at a four-year institution. This experience would enhance the ability of students to transfer to four-year institutions and continue to pursue advanced study. This course would be modeled upon successful Honors seminars offered by Honors Programs at other community colleges.

Honors Co-Coordinators Academic Deans


Honors Programs at other two-year institutions offer this option. Several Honors Programs/Colleges at potential transfer destinations would look favorably upon students who have this experience.

Moderate. The curriculum for the course would have to be created, enough sections would have to be offered to allow a wide variety of scheduling options, and faculty would have to be given enough contact hours to make it work with their schedules.

Collect assessment data on student learning outcomes. Look at course completion rates and ultimate outcomes of the students who take the seminar versus those that don’t.



66








Increase the release time offered to the Coordinators of the Honors Program One of the main advantages of the Honors Program for the students enrolled is having access to the Coordinators who serve as their advisors. They help make their schedules and give them advice/guidance in terms of transferring and in many other areas. The availability of the Coordinators is directly tied to the amount of reassigned time they receive from the College. Additional reassigned time commensurate to a full-time position (even if split amongst two co-coordinators) would allow extra time for the coordinators to be available for the students.

Administration Spring 2018-Spring 2019

Student surveys that show that students utilize and value the advisement the Honors Program offers.

Moderate Students who utilize the services offered will surveyed to gauge their experiences. Records will be maintained that show how often these services get used.



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Goal 3: Community Engagement Objective 1: To create a wide variety of activities and cultural program to enrich student and community life



Implications




Implement the Institute for Learning through Development An initiative that co-brands NCC international programming with SUNY and seeks to build partnerships around faculty-led student learning in the developing world. The NCC community has close ties to the Caribbean and Latin America, and utilizing these ties for local support will build interest in NCC


Summer 2017 Faculty have been increasingly interested in international education initiatives through COIL, Study Abroad and special programs. There is a need to provide a framework for programs such as international service learning, faculty research opportunities and expanded course offerings through COIL (Collaborative Online International Learning). These programs lead to more comprehensive campus internationalization, and provide international programs to underserved student populations, various types of learners, and those interested in honing global skill sets.

Operational and grant funding

Number of study abroad courses offered, number of COIL courses offered; number of new courses with an embedded study abroad, COIL or international service learning component; number of faculty involved in each course, number of students enrolled/completing courses, desegregated by gender, ethnicity, and major.

2018 Programmatic implications would be determined on the progress of limited leveraging cost-share, in-kind and grant funding from NCC, SUNY System Administration and external recourses.


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Goal 3: Community Engagement Objective 1: To create a wide variety of activities and cultural program to enrich student and community life



Implications




Expand LINCC program by adding a part-time option for students


Fall 2018 Currently, there is no part-time ESL program for students wishing to pursue college-level studies at NCC. The LINCC program is a full-time immersion program, and beginner and intermediate-level ESL courses are no longer offered by the academic departments (English, Communications and Reading). In order to build and retain various student populations, a part-time ESL program is necessary

Operational Funding

Number of students registering for part-time ESL courses

2018 This plan would require coordination with the AFA, and would have salary implications.

Continue development of externally funded programming In collaboration with the NCC grants office and NCC Foundation will provide dollars needed to build innovative international programming that will attract local students and international students to NCC and build exchange-based relationships, increasing student enrollment from both groups.


Fall 2017 NCC has built capacity in applying for external funding with government and private donors. In order to grow international programming and expand opportunities for students and faculty to become involved in international education initiatives, external funding is required.

Operational, grant funding

Number of new and continuing, external funded programs, overall funding levels, including indirect resources.

2018 Assess needs over four years to use external resources to increase grants personnel.


69

Goals 3: Community Engagement Objective 1: To create a wide variety of activities and cultural programs to enrich student and community life



Implications




Academic Advising/Planning. Pilot program for student athletes - personalized academic planning in coordination with Degree Works to increase student engagement, persistence, and degree completion.

Athletics/ Academic Advising

Fall 2017 Feedback from student-athletes. Data informs us that students who receive personalized academic planning have increased student engagement, persistence and degree completion.

Operational Improved retention and persistence rates of student-athletes.

2018 Estimated $20,000 a year








PE Complex Infrastructure and Technology capital development and revitalization project. Investing in infrastructure positively impacts recruitment and retention of students while expanding recruitment reach and enhances the ability of the College to change/shift institutional culture to the desired result and grow enrollment. Items of high priority are: lighted turf fields with outdoor tracks, new roof and drain system, computer lab, fitness centers, locker-rooms, video signage, updated classrooms and recreational areas.

Athletics will partner with Facilities.

Start date: Summer 2017 and phased in over five-year period

Student, faculty and Nassau County community feedback

Capital Revitalizing facilities also increase operating revenues while building a greater sense of community and energy on campus and in Nassau County.

2018-2021 Athletics will strategically utilize a $20,000,000 infusion of capital funds phased over a five-year period


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Goal 4: Stewardship Objective 1: To create a multicultural environment which fosters the synthesis of knowledge, aesthetic appreciation, and commitment to ethical and social values



Implications


(Outcomes/Metrics)


Expand the number of collaborative online international learning (COIL)-courses with study abroad opportunities. Seek and apply for funded grants to provide faculty-led travel abroad experiences with a COIL component embedded in the classroom.

Distance Education/ Student Services/ Office of International Studies/ Grants Office


Many of NCC students do not have the opportunity to travel outside of the US due to work schedules and/or lack of funds. COIL projects bring the international experiences to the campus classroom and with short-term study abroad, will provide international exchange opportunities otherwise not available.

SUNY COIL Membership (already reflected in the Office of DE budget); Grants/ Operations/ Technology

NCC students with increased cultural awareness. NCC students with increased digital literacies. NCC students with exposure to second languages. Applied learning experiences.

2018




Implications




Create Scholarship for Incoming and Returning Students The College should award merit-based scholarship to new incoming, transfer and returning students to NCC. This scholarship would be awarded based on an application. Awards would be given to students who would be enrolled for the upcoming semester. This award is subject to renewal based on renewal criteria.

Student Financial Services, NCC Foundation.

Fall 2018 NCC students have requested the opportunity to be eligible to receive merit-based scholarships to continue their education at NCC.

Donor Funding/Grants

Improved retention and graduation of students

2018 $10,000-$15,000

Documents

Strategic Enrollment Management Plan - Nassau … Community College Strategic Enrollment Management Plan 2018-2021 3 iv. To create educational programs that respond to and satisfy