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The Reinvention of Northwest Technical College

The Reinvention of Northwest Technical College. Presentation to NTC Faculty, BSU Faculty, and the Communities. Goals and Intended Outcomes of the Reinvention Process: To create a financially sustainable NTC To stabilize NTC enrollment through quality and distinctiveness

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The Reinvention of Northwest Technical College

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  1. The Reinvention of Northwest Technical College Presentation to NTC Faculty, BSU Faculty, and the Communities

  2. Goals and Intended Outcomes of the Reinvention Process: • To create a financially sustainable NTC • To stabilize NTC enrollment through quality and distinctiveness • To enhance student success through stable, high quality programs • To create academic pathways, articulations and partnerships • To improve our regional stewardship

  3. The “Stuff” of Reinvention Listening and working: The Reinvention Taskforce Leadership, curricular development and the future Financial information, predicted budgets, sustainability

  4. The “Stuff” of Reinvention • Listening and working: The Reinvention Taskforce • Leadership, curricular development and the future • Financial information, predicted budgets, sustainability

  5. The “Stuff” of Reinvention • Listening and working: The Reinvention Taskforce • Leadership, curricular development and the future • Financial information, predicted budgets, sustainability • Marketing Plan

  6. Marketing Plan • Two distinct but overlapping themes: • the focused preparation of graduates for careers in highly skilled fields with unmet workforce needs, and, • the delivery of flexible programs through which students can efficiently earn a series of valuable credentials, up to and including bachelor’s degrees at Bemidji State University. • The college’s brand promise will shift from its current one of seizing one’s own career destiny (“Make Your Future HAPPEN”), which speaks directly to a traditional-age student, to one of rapid advancement through acquisition of sought-after knowledge and skills. By readying individuals for fields hungry for talent, the college can also tout its vital role of serving employers and fueling the regional and state economies. This approach should prove self-reinforcing over the next five years as the college delivers educational outcomes that change lives and help employers thrive. But the specific expression of these broad messages can be tailored as necessary over time to emphasize areas of greatest need or opportunity, both in terms of audience and program.

  7. The “Stuff” of Reinvention • Listening and working: The Reinvention Taskforce • Leadership, curricular development and the future • Financial information, predicted budgets, sustainability • Marketing Plan • Business Plan

  8. Business Plan • FYE Enrollment is projected to decrease by about 10% for 2014-2015 and then rebound to the FY2014 level in 2015-2016. • The $500,000 operating loan from BSU in FY2014 was recorded as a state appropriation transfer and there is no current plan to repay those funds. • The FY2015 budget relies heavily on one-time measures to balance the budget:: No Provost position, reduction of Operating Reserve by $200,000, sweeping of Optivationcarryforward of $300,000, sweeping of Technology carryforward of $150,000 • Tuition rates are projected to increase on-campus by three percent annually starting in fall 2016. • It is assumed that customized training and outreach will begin generating a positive bottom-line to the budget starting in FY2016 • Faculty costs are estimated using the current composition of unlimited faculty for FY2015 while also taking into account the current MSCF settlement. It is assumed that the complement of faculty will be adjusted and reduced starting effective for Fall 2015 • It is assumed that by the middle of fall semester 2014 several staff positions will be eliminated as base staffings costs will need to decrease by forty to fifty percent. It is also assumed that BSU staff will take on additional duties to assist with the operation of the college. It is assumed these additional duties will be absorbed by the university at no or little cost to the college. The savings when fully implemented in FY2016 will be about $600,000. • The college will continue to have its own operating reserve that meets Board policy of being 5-7% of past year’s revenues. • There are no line items for any new faculty or staff positions at the college for the next several years.

  9. The “Stuff” of Reinvention • Listening and working: The Reinvention Taskforce • Leadership, curricular development and the future • Financial information, predicted budgets, sustainability • Marketing Plan • Business Plan • Academic Programs at the Reinvented Northwest Technical College

  10. The “Stuff” of Reinvention • Listening and working: The Reinvention Taskforce • Leadership, curricular development and the future • Financial information, predicted budgets, sustainability • Marketing Plan • Business Plan • Academic Programs at the Reinvented Northwest Technical College • Timeline

  11. The “Stuff” of Reinvention - Timeline

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