Strengthening Our College 2019-2020 State of the College
Opening Remarks Greetings from Senate Chair Agenda State of the College Address 2020-2025 Strategic Planning
Plans to Highlights Challenges Address Challenges
Improved Re- ASAP Graduation & accreditations Expansion Student Outcomes Academic Facilities Master Grants Projects Plan (AMP)
Department & College Reaccreditation BCC Middle States Medical Lab Technology (until 2027) (until 2023) Electronic Engineering Automotive Technology Technology (until 2024) (until 2025) Registered Nursing & Paralegal Studies Nuclear Medicine (pending 2019-2020) (pending 2019-2020)
BCC 3-Year Graduation Rate Trend 21 20 & Now 19 Higher 17 16 16 16 15 13 11 11 11 10 8 9 8 7 7 5 F06 F07 F08 F09 F10 F11 F12 F13 F14 F15
Number of BCC Transfers within CUNY 1600 1488 1500 1374 1400 1345 1346 1300 1200 1100 1051 972 1000 941 900 813 800 698 700 600 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2018-19
Informing programmatic decisions Identifying stackable credential opportunities New & restructured degree development opportunities Aligning offerings to the workforce Making sound allocation decisions
$5M $1.4M $100K+ National US Dept of Ed Renewal Grant Science BNY Mellon (Childcare Center) Foundation $317K+ $98,170 US $600K Nat’l Aeronautics Dept of Ed NY Dept of Ed & Space (Cybersecurity) Administration (Workforce Innovation)
Facilities & Infrastructure Improvements Faculty Lounge, Language Swimming Pool Renovation Hall Conference Room, & Summer Soft Launch Campus Service Center Renovations Nursing Lab & Roscoe Brown & Alumni Cybersecurity Lab Gym Scaffolding Renovations Floor Replacement in GML Meister Plaza Outdoor & Havermeyer Roof Project Seating
Facilities Budget Enrollment & & & Infrastructure Finances Retention
Enrollment & Retention Students Enroll & Register 45% 25% Leave (Fall Leave Fall to Fall) Semester
3100 3068 3050 New Fall 3000 Student Semester Enrollment 2963 2950 2947 FA 14 2947 2919 2900 FA 15 3068 2879 FA 16 2919 2850 FA 17 2963 2800 FA 18 2879 2750 FA 14 FA 15 FA 16 FA 17 FA 18
11600 11506 11434 11400 Total 11200 Fall Headcount Semester 11000 Enrollment 10935 10919 10800 FA 14 11506 10600 FA 15 11434 10519 FA 16 10919 10400 FA 17 10935 10200 FA 18 10519 10000 FA 14 FA 15 FA 16 FA 17 FA 18
8200 8121 8100 FT 8052 Fall Equivalent 8000 7939 Semester Enrollment 7936 7900 (FTE) 7800 FA 14 8121 7700 FA 15 8052 7600 FA 16 7936 7514 7500 FA 17 7939 7400 FA 18 7514 7300 7200 FA 14 FA 15 FA 16 FA 17 FA 18
64 62 61.5 1-Year Entering 60 Retention Cohort 58.8 Rate 58.6 58 57.8 FA 13 61.5 56 FA 14 57.8 54.6 54 FA 15 58.8 52 FA 16 58.6 FA 17 54.6 50 FA 13 FA 14 FA 15 FA 16 FA 17
Budget & Finances 4.2% 7.6% 89% Expense Decline in Personnel increase FTE over Services over 3 yrs in FY19 3 yrs $3.1M $5.4M $2.3M Reduction FY2019 Allocation (FY20 Revenue Decrease Revenue Shortfall Target)
$309,749,077 $202,928,300 $291,196,857 Spent on Currently Needed for Improvements Needed for Next 10 yrs Over 10 yrs Renovations
Planning to Address Challenges Strengthening Our College
Enrollment Action Steps (2019-2020)
Restructure and formalize Coaching efforts (advisement, mentoring and tutoring) to support, track and improve student engagement and success behaviors
Engage campus community in Mindset Initiative to create a culture that: articulates high academic standards; believes students can meet those standards; provides constructive formative assessment feedback to students; and develops student receptivity to that feedback
Maximize impact of Electronic and other Tools by engaging faculty and student support staff in providing regular, actionable, and trackable feedback to students and their advisors as well as tracking advisement and tutoring appointments
Develop, implement, and accelerate Structures that are designed to support curricular (AMP) and programmatic (RISE) improvements
Pedagogical, curricular, programmatic improvements Academic/personal/professional supports Professional development
CUNY Short Term Long Term Coordination
Strategically Cap Overtime & Quickly Close Eliminate Reduce Vehicle $5.4M Deficit Vacant Lines Fleet AEC Funding Priority AEC Strategic to Requests Focused Supplementing Hiring & Hold on Improving Enrollment & Tax Levy on Backfills Retention
Campus-wide Improve Role Assessment, Improve Tuition Enrollment & Redeployment, Collection Rates Retention Restructuring Work with CUNY Prioritize Funding Improve Service to Adjust Requests for Effectiveness & Community Enrollment, Retention Increase Tech College Funding & Pedagogy Solutions Improvement Projects Models
BCC will continue to coordinate with CUNY on our financial plans to ensure improvement in the College’s fiscal health and posture.
Funding Assessment Prioritization Requests
Review all mechanical, electrical, heating & cooling lifecycles in every building Create report of the lifespan of all buildings and where they are in their lifecycle Share report with campus community
Based on the campus building assessment, capital and infrastructure projects will be prioritized and aligned with BCC’s Capital Master Plan. Current campus priorities include: life safety projects, protecting and securing building exteriors, and building preparation for winter weather.
BCC will continue to make regular requests to CUNY, City and State Elected Officials, and others for direct funding to support infrastructure improvements. Where reasonable, AEC will expedite project timelines by supporting improvements. AEC will resume revenue raising (e.g. film and location activities) to increase resources.
Alumni Bridge Construction Continuing Patterson Garage Renovations for Automotive Technology Training GML Egress Project & Dome Restoration RBSC & Colston Exterior Envelopes Meister Hall Lighting Upgrade & Science Lab Renovations Utility Upgrade Phases IV & V Bronx Express Re-Pipe Project
Governance Provost COACHE & Senator Search Survey Training
Email to Strategic During President or Planning College any Vice Town Halls Senate President
Next Up… 2020-2025 Strategic Planning Nancy Ritze Dean for Institutional Research & Assessment
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