2018 Edition

Priority 1: Improve student

learning and success

Priority 1 Strategies

Develop stronger student relationships by effectively implementing

navigator advising

Offer accelerated college-readiness programs

Improve efficiency and effectiveness of student communication by

pushing more messages, using a CRM and other techniques

Gather and monitor metrics from transfer institutions and employers

concerning graduate success

Enhance career services and job placement

Train faculty to improve higher cognitive order learning

Reduce variability in rigor across curriculum by utilizing a Course

Management System

Priority 1 Strategies (cont.)

Utilize outcomes assessment data to improve general education

curriculum

Develop degree or certificate options for academically-challenged

students

Develop academic plans from program/discipline rotation plans and

improve schedule efficiency

Implement a student success course for developmental students

offered during the first academic term

Implement a process to limit enrollment after classes have begun Implement programs to help students improve placement scores

Goals:

5863

5954

0 0

60

62.565

67.570

0

10

20

30

40

50

60

70

80

2015 2016 2017 2018 2019 2020

Increase fall-to-fall full-time retention rate from 58% to 70%

Fall to Fall FT Retention Aim line

Source: IPEDS Fall Enrollment and Retention Rates

3944

4144

0 0

41

4446

4850

0

10

20

30

40

50

60

2015 2016 2017 2018 2019 2020

Increase full-time completion rate from [35%] to 50%

Full-Time Completion Aim line

Source: IPEDS Graduation, Transfer and Completion Rates

3531

28 27

0 0

3739

4143

45

0

5

10

15

20

25

30

35

40

45

50

2012 2016 2017 2018 2019 2020

Increase fall-to-fall part-time retention rate from 35% to 45%

Fall to Fall PT Retention Aim line

Source: IPEDS Fall Enrollment and Retention Rates

Source: NCCBP Form 2

17

26.6

11.6

15.918

1920

2122

0

5

10

15

20

25

30

2015 2016 2017 2018 2019 2020

Increase rate of part-time students who graduate or transfer to four-year colleges from 17% to 22%

Part-Time Completion Aim line

90

71

94.6

0 0 0

90 90 90 90 90 90

68 68 68 68 68 68

0

10

20

30

40

50

60

70

80

90

100

2015 2016 2017 2018 2019 2020

Keep job placement rate at 90% (68% floor)

Maintain job placement Aim line Floor

Source: 180 Day Follow Up

68

Source: NCCBP Form 9

48 46.6 49.7

48 48.6 49.3 50

0

10

20

30

40

50

60

2014 2016 2018 2020

Improve student perception of rigor on CCSSE

Perception of Rigor Aim line

Source: NCCBP Form 9

48 46.6 49.7

48 48.6 49.3 50

0

10

20

30

40

50

60

2014 2016 2018 2020

Improve student perception of rigor on CCSSE

Perception of Rigor Aim line

68

77.4 80.7

70.5

68 69.5 71 72 73.5 75

0

10

20

30

40

50

60

70

80

90

2015 2016 2017 2018 2019 2020

Increase Math developmental success rate from 68% to 75 %

Math Success Rate Aim line

Source: NCCBP Form 8 Math Completer Success Rate

Source: NCCBP Form 8 Enrollee Success

68

83.977.5

72.7

68 69.5 71 72 73.5 75

0

10

20

30

40

50

60

70

80

90

2015 2016 2017 2018 2019 2020

Increase English developmental success rate to 75%

English Success Rate Aim line

95.1 92.5 96.9

0 0 0

90 90 90 90 90 90

0

20

40

60

80

100

120

2015 2016 2017 2018 2019 2020

Maintain rate of licensures and certifications at or above 90%

License & Certification Rate Aim line

Source: Institutional Research, Performance Indicator Survey

Source: NCCBP Form 4 Full-Time Next Term Persistence Rate

82.2 81.7 81.89 80.29

82.2 83 83.5 84 84.5 85

45

50

55

60

65

70

75

80

85

90

2015 2016 2017 2018 2019 2020

Increase full time fall-to-spring retention to 85% by 2019-20

Fall-Spring Retention Aim line

Priority 2: Recognized as a

great place to work

Priority 2 Strategies

Achieve national recognition as a great place to work.

Utilize gap analysis from various data sources, such as the

Chronicle of Higher Education’s “Great Colleges to Work For”

survey, the SFCC Campus Quality Survey and exit interviews to

identify ways to increase employee satisfaction and communication

Expand and improve the new employee orientation program

Develop job specific training programs

Develop job specific training manuals

Develop training processes to improve employee performance

Grow employee recognition and promote fun within the college family

Goals:

7873

62

79 80.5 82 83.5 85

0

10

20

30

40

50

60

70

80

90

2015 2016 2017 2018 2019 2020

Increase percent of employees who are satisfied or very satisfied from 75% to 85%

Satisfied or Very Satisfied Aim line

Source: Campus Quality Survey; Replaced by CESS in 2018 (same question)

Priority 3: Help students with

financial responsibility

Priority 3 Strategies

Retain the services of a firm with expertise in student loan

repayment

Decrease student loan default rate

Provide training on student financial responsibility to appropriate

employees

Explore and implement opportunities to enhance or to develop

general education curriculum addressing financial responsibility.

Goals:

Source: Financial Aid Office

2825 24 23

28

25

21.5

18

0

5

10

15

20

25

30

2015 2016 2017 2018

Reduce student loan default rate from 28% to 18% by 2017-18

Student Loan Default Rate Aim line

Source: VP of Finance and Administration

2

1.431.23

32.8

2.62.4

2.22

0

0.5

1

1.5

2

2.5

3

3.5

2015 2016 2017 2018 2019 2020

Reduce Return to Title IV as a percent of tuition and fee revenue to 2% by 2019-20

Return to Title IV Aim line

Ensure that 90% of all students meet financial literacy learning outcomes

Although we provide financial literacy in the form of presentations, activities and speaking engagements, we do not measure the outcome or keep track of how many students would meet any learning outcome.

Source: Financial Aid Office

Priority 4: Increase net revenue

Priority 4 Strategies

Develop enrollment management and retention plans to maximize

net revenues, including plans to attract out-of-district students and

build enrollment where there is capacity

Evaluate adding intercollegiate programs, e.g., athletic teams,

livestock judging team, etc.

Explore opportunities to improve facilities to increase revenue and

to improve efficiency

Develop sponsorships that generate revenue for unrestricted or

restricted use

Priority 4 Strategies (cont.)

Expand and support relationship marketing efforts of faculty, alumni

and students

Increase mill levy and /or expand taxing district

Expand programs and services in continuing and community

education

Pursue grants that, when considering direct and indirect expenses

and revenues, increase net revenues

Establish revenue/cost ratio goals for programs

Goals:

Source: NCCBP Form 13, SFCC Report Card

1718

15 15.5

1920

2122

0

5

10

15

20

25

2015 2016 2017 2018 2019 2020

Increase percent of service-area high school graduates attending SFCC

% of HS Market Share Aim line

-5.8-5.1

1

-5.6

5 5 5 5

-8

-6

-4

-2

0

2

4

6

2015 2016 2017 2018

Achieve sustainable 5% annual student enrollment growth

Student Enrollment Growth Aim line

Source: IPEDS Credit Hours Produced, SFCC Report Card

11861074

960

1222

0

200

400

600

800

1000

1200

1400

15-16 16-17 17-18

Grow nonservice area enrollment by 3% by 2017-18

Nonservice Area Enrollment Aim line

Source: IR Dept; Cognos: Public Folders>Cognos>Judi Reine>Enrolled by County by Year

(-19%)

$3,425,945 $3,438,933 $3,564,509 $3,425,945

3597242

3768540

3939837

4111134

$4,282,430

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

2015 2016 2017 2018 2019 2020

Increase local property tax revenue by 25% by 2019-20

Property Tax Revenue Aim line

Source: VP of Finance and Administration

(4.1%)

$1,121,621

$1,465,668

$1,196,828 (6.5%) $1,233,783

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2015 2016 2017 2018 2019 2020

Increase non-tuition revenue by 10% by 2019-20

Non-tuition Revenue Aim line

Source: VP of Finance and Administration

Priority 5: Increase the proportion of credit hours taught

by full-time faculty

Priority 5 Strategies

Conduct a fact-based, transparent evaluation of all programs and

determine optimal part-time / fulltime mix

Hire more full-time faculty

Goals:

3236.5 37.5

40.8

3435.5

3738.5

40

0

5

10

15

20

25

30

35

40

45

2015 2016 2017 2018 2019 2020

Increase portion of credit hours taught by full-time faculty from 68%/32% to 60%/40%

Portion taught by Full Time Aim line

Source: NCCBP Form 16C

Priority 6: Efficiently deliver

high-quality programs and services

Priority 6 Strategies

Use gap analyses of the employee survey metrics related to

productivity and quality as a guide for areas to improve

Identify and implement processes and systems that improve

efficiency and effectiveness

Engage employees in continuous quality improvement projects

Complete implementation of project management system and the

continuous improvement system

Explore adding a department responsible for managing the quality

system, document control and project and process management,

including training and change management

Goals:

$10,490.00 11234.00 $11,293.00 (>120%)

9277.00 9064.009370.00

$0.00

$2,000.00

$4,000.00

$6,000.00

$8,000.00

$10,000.00

$12,000.00

2015 2016 2017 2018 2019

Total Core Expenses per FTE compared to Missouri rural community colleges

Total Core Expenses per FTE Comparison group

Source: IPEDS Date Feedback Report, SFCC expenditures/comparison group expenditures

The data source for this goal, the Campus Quality Survey, is not available after 2016

0.938

1.113

0.9380.838

0

0.2

0.4

0.6

0.8

1

1.2

2015 2016

Reduce the quality/productivity improvement results survey gap from .938 to .838

Survey gap Aim Line