1 / 20

Daytona Beach

NORTH Exit: 261A. Daytona Beach . Planning Assumptions, and The Road Ahead 2011-12. Daytona State’s Planning Council, . Dr. Angela M. Falconetti Planning, Development, and Institutional Effectiveness Daytona State College.

ros
Télécharger la présentation

Daytona Beach

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NORTH Exit: 261A Daytona Beach Planning Assumptions, and The Road Ahead 2011-12 Daytona State’s Planning Council, Dr. Angela M. Falconetti Planning, Development, and Institutional Effectiveness Daytona State College

  2. “Now is the time to build a firmer, stronger foundation for growth that will not only withstand future economic storms, but one that helps us thrive and compete in a global economy. It's time to reform our community colleges so that they provide Americans of all ages a chance to learn the skills and knowledge necessary to compete for the jobs of the future” (Obama, 2009). Federal Implications: A National Emphasis on Community Colleges U.S. President Barack Obama predicted the completion of 5 million community college degrees and certificates by 2020 and secured $12 billion to support the advancement of community colleges within the next decade. “Now is the time to build a firmer, stronger foundation for growth that will not only withstand future economic storms, but one that helps us thrive and compete in a global economy. It's time to reform our community colleges so that they provide Americans of all ages a chance to learn the skills and knowledge necessary to compete for the jobs of the future” (Obama, 2009).

  3. “Now is the time to build a firmer, stronger foundation for growth that will not only withstand future economic storms, but one that helps us thrive and compete in a global economy. It's time to reform our community colleges so that they provide Americans of all ages a chance to learn the skills and knowledge necessary to compete for the jobs of the future” (Obama, 2009). Federal Implications: American Graduation Initiative • The newly founded American Graduation Initiative will usher in new innovations and reforms for the 21st century by: • calling for 5 million additional community college graduates, • creating the community college challenge fund, • funding innovative strategies to promote college completion, • modernizing community college facilities, and • creating a new online skills laboratory.

  4. “Now is the time to build a firmer, stronger foundation for growth that will not only withstand future economic storms, but one that helps us thrive and compete in a global economy. It's time to reform our community colleges so that they provide Americans of all ages a chance to learn the skills and knowledge necessary to compete for the jobs of the future” (Obama, 2009). Federal Implications: American Graduation Initiative • The initiative will support a new research center with a mission to develop and implement new measures of community colleges’ success so prospective students and businesses could get a clear sense of how effective schools are in helping students -- including the most disadvantaged -- learn, graduate, and secure good jobs. • Fund Innovative Strategies to Promote College Completion • Modernize Community College Facilities • Create a New Online Skills Laboratory • The Obama-Biden Administration’s agenda will build the country’s capacity, innovation and confidence to drive the nation to first place in the highly skilled workforce crucial for success in the 21st century. These initiatives include: • Expanding Pell Grants and College Tax Credits • Reforming the Student Loan Programs to Save Billions • Simplifying the Student Aid Application • Helping Unemployed Workers Get New Skills • Expanding the Perkins Loan Program • Helping Families Save for College

  5. National Community College Initiatives On-Line Learning American Graduation Initiative Community College Consortium for Open Education Resources Cost Effectiveness of Textbooks U.S. Government Accountability Office The College Board Ageless Learning – From Retired to Rewired AACC’s Plus 50 Initiative Accountability and State Reports to Federal Agency Carl D. Perkins Act Student Engagement Community College Survey for Student Engagement Reliance on U.S. Support for the Development and/or Addition of a “Community College” model in Developing Countries Community College for International Development U.S. Department of State, U.S. Department of Education, and US AID

  6. Statewide Implications: The Great 28 1. Brevard Community College 2. Broward College 3. College of Central Florida 4. Chipola College 5. Daytona State College 6. Edison State College 7. Florida State College at Jacksonville 8. Florida Keys Community College 9. Gulf Coast Community College 10. Hillsborough Community College 11. Indian River State College 12. Florida Gateway College (Lake City) 13. Lake-Sumter Community College 14. State College of Florida (Manatee) 15. Miami Dade College 16. North Florida Community College 17. Northwest Florida State College 18. Palm Beach State College 19. Pasco-Hernando Community College 20. Pensacola State College 21.Polk State College 22. Santa Fe College 23. Seminole State College of Florida 24. South Florida Community College 25. St. John's River Community College 26. St. Petersburg College 27. Tallahassee Community College 28. Valencia Community College

  7. Local Implications: June 2011 U.S. Bureau of Labor Statistics Volusia County unemployment rate (11.0%) fell slightly below the state rate of 11.1%. Unemployment National 9.1% Florida, June 2011 11.1% Flagler County 14.6% Palm Coast 14.3% Volusia County 11.0% Daytona Beach 11.3% Deland 11.7% Deltona 11.9% Ormond Beach 9.0% Port Orange 8.9%

  8. Local Implications: Average Annual Wage for 2010 Here’s how Volusia and Flagler counties “stacked up” with the top and bottom counties in Florida. (Preliminary Data) • Palm Beach $45,823 • Miami Dade $45,684 • Duval $45,093 • Hillsborough $45,054 • Broward $43,812 • Brevard $43,747 • Orange $41,473 • Pinellas $41,101 33. Volusia $33,728 (2009 = 33; $33,010 & 2008 = 30; $32,938) 50. Flagler $30852 (2009 = 52; $30,479 & 2008 = 48; $30,417) 67. Holmes $26,959 U.S. Bureau of Labor Statistics www.bls.gov

  9. Local Implications: Age Projections for Volusia County 69

  10. Local Implications: Age Projections for Flagler County

  11. Local Implications: High School Graduation Projections for Volusia and Flagler Counties

  12. Implications for Daytona State: Demographic Factors 2010-11 Student Enrollment Annual Unduplicated Headcount 36,020 Annual FTE 16,241.6 Campus FTE • Daytona 11,067.7 (68.1%) • DeLand 1,930.7 (11.9%) • Palm Coast 1,051.1 (6.5%) • Deltona 951.2 (5.9%) • Advanced Technology College 635.7 (3.9%) • New Smyrna Beach 605.2 (3.7%)

  13. 2010-11 Daytona State Student Profile: Age Average Age 27 Median Age 23 Age Ranges • Under 18 6.4% • 18-19 19.6% • 20-21 15.8% • 22-24 13.6% • 25-29 13.9% • 30-34 9.1% • 35-39 6.7% • 40-49 10.0% • 50+ 4.8%

  14. Fall 2010 Daytona State CC Student Profile: Gender and Ethnicity Gender Female 61% Male 39% Ethnicity White 70% Black 15% Hispanic 10% Asian 2.0% American Indian/Alaskan Native 0.6% 2 or More Races 0.5% Pacific Islander 0.05%

  15. Where Do Our State College Students Come From? Fall 2010NEW STUDENTS Volusia County 3,405 (75.1%) Flagler County 678 (15%) Total Florida 4,446 (98.1%) Out of State 87 (1.9%) TOTAL 4,533

  16. Driver Probability of Controllable/ Occurring Uncontrollable 1. Receipt of Federal American Potential Partial Graduation Initiative Funds 2. Decrease in state budget allocation High Potential Uncontrollable 3. Continued Economic Decline High Potential Uncontrollable 4. National/Statewide/Local High Potential Uncontrollable Unemployment Decline 5. Generation of Additional Revenue Potential Partial 6. Enrollment Increase Definite Partial 7. Need for Additional Space/ Definite Partial Facilities 8. Increased Costs for Students Potential Partial Planning assumptions. . Daytona Beach: Daytona State College. Carroll, C. (2008). Planning Assumptions and Drivers of Institutional Success: 2009-10

  17. 2014 Reaffirmation:Southern Association of Colleges and Schools • Quality Enhancement Plan (QEP) • The Quality Enhancement Plan is the component of the accreditation process that reflects and affirms the commitment of the Commission on Colleges to the enhancement of the quality of higher education and to the proposition that student learning is at the heart of the mission of all institutions of higher learning. • The QEP describes a carefully designed course of action that addresses a well-defined and focused topic or issue related to enhancing student learning. • The QEP should be embedded within the institution’s ongoing integrated institution-wide planning and evaluation process and may very well evolve from this existing process or from other processes related to the institution’s internal reaffirmation review (SACS, 2007, 2009). • Student Learning Outcomes • “Learning Outcomes are statements of the knowledge, skills, and abilities the individual student possesses and can demonstrate upon completion of a learning experience or sequence of learning experiences (e.g., course, program, degree)” [League for Innovation in the Community College, 2009].

  18. Daytona State College-Wide Surveys • Community College Survey of Student Engagement • Spring 2011 • Faculty Community College Survey of Engagement • Spring 2011 • Student Opinion Survey (ACT) • Fall 2011 • Graduate Survey • Spring 2011

  19. Charting the Path with a Navigation Strategy Predetermine a course of action. Lay out your goals. Adjust your priorities. Notify key personnel. Allow time for acceptance. Head into action. Expect problems. Always point to the successes. Daily review your plan. “Balancing optimism and realism, intuition and planning, faith and fact can be very difficult. But that’s what it takes to be an effective navigator of conditions” (Maxwell, 2007). The 21 Irrefutable Laws of Leadership

  20. Daytona Beach Notions about the Planning Assumptions as related to the road ahead?

More Related