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May 23, 2018

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NORTH CENTRAL STATE COLLEGE

BOARD OF TRUSTEE’S MEETING

Wednesday, May 23, 2018 5:30 pm – Fallerius Technical Education Center – Board Room (165-F)

I. CALL TO ORDER – Ms. Elisabeth Morando Pledge of Allegiance, College Mission Statement

II. ROLL CALL – Mr. Stephen Williams

III. INTRODUCTION OF GUESTS – Dr. Dorey Diab

IV. FOCUS OF THE MEETING – Ms. Elisabeth Morando

V. OSU-MANSFIELD ADVISORY BOARD GUEST REPORT - Ms. Elisabeth Morando - Ms. Kelly Blay (OSU-M Advisory Board)

- Ms. Linda Nelson (NCSC Board Representative – OSU-M May 17th Meeting)

VI. PRESIDENT’S REPORT

A. Student Government/Phi Theta Kappa Update

B. North Central State College Foundation/Development Update

C. Other Page 68

VII. REQUIRED APPROVALS AGENDA – Ms. Elisabeth Morando

Consent Agenda

Minutes:

A. Approval of Minutes for April 25, 2018 Pages 9-18

Personnel Actions:

B. Consideration of Approval of Status Change – R-2018-19 Page 19

C. Consideration of Approval of Employment of College Personnel 0

– R-2018-20

Regular Agenda

A. Consideration of Approval to Amend Governance Process Pages 21-22

Policy 2.6 – R-2018-21

B. Consideration of Approval of College Completion Plan Page 23-52

– R-2018-22 – Dr. Dorey Diab

C. Treasurer’s Report for April 30, 2018 – Dr. Koffi Akakpo Pages 53-59

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D. Consideration of Approval of 2018-2019 Budget – R-2018-23 Pages 60-62

– Dr. Dorey Diab/Mr. Koffi Akakpo

E. Consideration of Approval of College Personnel Employment Page 63

Contracts – R-2018-24 – Dr. Dorey Diab/Mr. Koffi Akakpo

VIII. POLICY GOVERNANCE

A. Discussion of Agenda Planning (IAW 02.72) – Ms. Elisabeth Morando

– Owner Connections

B. Board Training Plan (IAW 02.70) Page 64

1. Discussion of Case Study (Rehearsal Scenario 4.9) – Mr. Roger Miller

– “Should Board Members Intervene in Staff Disputes?”

2. Governance Policy Review (3.0, 3.1, and 3.2) Pages 65-67

– Mr. Matthew Smith

IX. BOARD CHAIRPERSON’S REPORT – Ms. Elisabeth Morando

A. BOT June Regular Meeting & Annual Planning Retreat Rescheduled to July 11th

(Regular Meeting 4:00pm-5:00pm, Planning Retreat 5:00pm-8:00pm, light dinner included)

B. All-Ohio Academic Team Luncheon (April 26th, Statehouse Atrium, Columbus, OH)

C. Alumni Graduation Picnic (May 10th) & Graduation Ceremony (May 11th)

D. OACC Annual Conference (June 7 & June 8)(Marion Technical College) Pages 69-72

- OACC Excellence Awards Nomination

- Panel Discussion on Board Governance Styles at OACC Conference

E. 2018 ACCT Leadership Congress (October 24-27, 2018, Presentation Deadline May 4th)

- Equity Award Nominations

- Appointment of Voting Delegate

- Concurrent Session Presentation

F. Follow-up to Leader Richland (May 16th, 17th & 21st)

XII. MEETING EVALUATION – Ms. Elisabeth Morando

XIII. TIME AND PLACE OF NEXT MEETING

- Wednesday, July 11, 2018 – Fallerius Technical Education Center,

BOT Conference Room 165-F (4:00pm Meeting, 5:00pm Planning Retreat)

XIV. ADJOURNMENTSUPL

BOARD OF TRUSTEE MEETING DATES

2018 All meetings will be held at NC State Main Campus

Fallerius Technical Building Board Room

5:30 pm (unless otherwise announced)

NCState Rep. OSU-M Meeting Date NCState Meeting Date OSU-M Rep.

January 17, 2018 M. Brunn

February 28, 2018 P. Heydinger

D. McElfresh March 15, 2018 March 28, 2018 P. Siegenthaler

April 25, 2018

Link-n-Learn @

OhioHealth MedCentral

6:00pm

M. Howard

L. Nelson May 17, 2018 May 23, 2018 Kelly Blay

June 15, 2018 July 11, 2018 Moved from June 27th

Time 4:00pm

James Goudy

August 22, 2018 P. Siegenthaler

September 15, 2018 Sept. 26, 2018 D. Daniels

November 15, 2018 October 31, 2018 Moved from Oct. 24th

T. Purtiman

December 15, 2018 December 5, 2018 C. Irvin

OSU-M 2018 Meeting Information:

Meetings are 4:30 p.m. – 6:00 p.m. in Eisenhower Room 113 (Board Room)

North Central State College ENDS Policy Statements

1.0 Global Ends Policy - North Central State College exists for the citizens of

its service region to attain the knowledge and skills to succeed in their chosen

path for learning, work, or enrichment, sufficient for the college to justify

available resources.

1.1 Diversity - The College maintains an environment that encourages

tolerance of differences while recognizing similarities and providing equalizing

opportunities for participation by all.

1.2 Equal Opportunity - The proportion of students from economically or

educationally disadvantaged backgrounds is at least equivalent to the

proportion in the local communities.

1.3 Career Readiness and Development - Students acquire and enhance

relevant business and industry credentials, job skills, work habits, job leads and

pathways to economic self-sufficiency especially in high demand technologies.

1.4 Transferability - Students prepared for advanced academic success will

have the ability and the prerequisite academic experience sufficient for entry

into a four-year college or university.

1.5 Enrichment - Enrichment opportunities exist to reflect community needs and values.

Vision

North Central State College is committed to being a leader in affordable quality higher education and a partner in achieving greater community prosperity and better quality of life. (Revised June 28, 2017)

Mission

Providing individuals with the knowledge, skills and inspiration to succeed in their chosen path. (Revised June 28, 2017)

Values In all we do, we value a culture of integrity, inclusion, and excellence. We value our students and are committed to creating an accessible environment that is affordable, caring, supportive, inclusive and learner-centered. We value our employees and are committed to creating an environment that is culturally diverse, collaborative, and respectful. We value our communities and are committed to creating an environment that is innovative, responsive, and accountable.

North Central State College Board of Trustees (2018 COLLEGE ACTIVITIES/PLANNING CALENDAR)

May 2018 10 – Foundation Graduate Picnic (Kee Hall)

11 – Commencement Ceremony (Graduation) (Rec Center)

17 – Ohio State Mansfield Advisory Board Meeting (Eisenhower)

23 – Regular Board of Trustees Meeting (Fallerius)

June 2018 7-8 – OACC Annual Conference (Marion Technical College)


* Regular June Board meeting to be held in July

July 2018 11 – Regular June Board of Trustees Meeting (Fallerius)

11 – Annual BOT Planning Retreat (Fallerius)

August 2018 22 – Regular Board of Trustees Meeting (Fallerius)

September 2018 15 – Ohio State Mansfield Advisory Board Meeting (Eisenhower)

20 – College & Foundation to host “Business After Hours” for 50th


October 2018 18 – Foundation Fall 2018 Scholarship Luncheon (Kehoe)


(moved from 10/24/18 to avoid conflict with ACCT )

November 2018 No Regular Board meeting scheduled for November 2018


December 2018 15 – Ohio State Mansfield Advisory Board Meeting (Eisenhower)


Required Approvals Agenda

Consent Agenda

Minutes:

A. Approval of Minutes for April 25, 2018

Personnel Actions:

B. Consideration of Approval of Status Change – R-2018-19

C. Consideration of Approval of Employment of College Personnel – R-2018-20

Regular Agenda

A. Consideration of Approval to Amend Governance Process Policy 2.6

– R-2018-21 - Dr. Dorey Diab/Ms. Elisabeth Morando

B. Consideration of Approval of College Completion Plan – R-2018-22

– Dr. Dorey Diab

C. Treasurer’s Report for April 30, 2018 – Dr. Koffi Akakpo

D. Consideration of Approval of 2018-2019 Budget – R-2018-23

– Dr. Dorey Diab/Mr. Koffi Akakpo

E. Consideration of Approval of College Personnel Employment Contracts

– R-2018-24 – Dr. Dorey Diab/Mr. Koffi Akakpo

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North Central State College

Board of Trustees’ Meeting

April 25, 2018

I. CALL TO ORDER

The Board Chair, Ms. Elisabeth Morando called the meeting to order at 6:05 p.m. in

Ohio Health - Mansfield Medical Office Building Fourth Floor Conference Room One.

At that time, she asked all to rise and join her in reciting the pledge of allegiance

followed by her reading of the Global ENDS Policy for North Central State College.

II. ROLL CALL

The Recorder, Mr. Stephen Williams called the roll.

Present: Dr. Dwight McElfresh

Ms. Elisabeth Morando

Mr. Steven Stone

Mr. Matthew Smith

Mr. Mark Masters

Mr. Roger Miller

Ms. Linda Nelson

Absent:

Ms. Pamela Mowry

III. INTRODUCTION OF GUESTS

President Dorey Diab introduced Dr. Koffi Akakpo, CFO; Dr. Karen Reed, CAO, Ms.

Chris Copper, Executive Director of the College Foundation; Ms. Jean Halpin, President

of Ohio Health-Mansfield & Shelby Hospital, and Mr. Michael Howard representing The

Ohio State University Mansfield Advisory Board.

IV. FOCUS OF THE MEETING – Ms. Elisabeth Morando

Ms. Elisabeth Morando explained that the primary foci of tonight’s meeting was to take

advantage of the Link-n-Learn opportunity provided by tonight’s host organization, Ohio

Health – Mansfield Hospital. Tonight’s meeting would also include the business of our

Required Approval Agenda including the presentation of the of the FY 2019 Budget

Proposal. We will hear from our OSU-M Advisory Board Guest and continue with our

Policy Governance Training. There will also be an executive session.

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V. LINK-N-LEARN HOST PRESENTATION

Following a tour of some of the newest cardiac facilities, Ms. Halpin explained that the

Hospital not only has some of the most state-of-the-art technologies in the area of cardiac

medicine but are expanding their efforts in cardiac (and other health related) prevention

measures focusing on and encouraging wellness and disease prevention. She stated that

the best way to establish and maintain good health is to establish a healthy lifestyle and to

avoid preventable diseases in the first place. Ms. Halpin shared ways that NCSC is

already partnering with OhioHealth in providing the training and well-prepared

workforce needed to keep the hospital staffed with top-notch personnel. Conversation

also led to a discussion of future needs and new directions in the healthcare industry that

will pave the way to the next generation of challenges that will require stronger

collaboration and preparation.

VI. OSU-MANSFIELD BOARD OF TRUSTEES GUEST REPORT

Board Chair, Ms. Elisabeth Morando introduced Mr. Michael Howard of the OSU-M

Advisory Board and gave him the floor for some remarks. Highlights from Mr. Howard’s

update included:

Dr. Norman Jones has been selected to fill the current vacancy as the new

Dean/Director of The Ohio State University at Mansfield beginning July 1, 2018.

There has been no decision yet on filling the Dean’s position at OSU-Lima.

The OSU-M Graduation will be held on May 3rd with 35 Bachelor Degrees being

awarded and 103 Associate Degrees being awarded.

The OSU-M Board will participate in this year’s LeaderRichland activities with

the central theme of “Sharing Pathways”

June 30, 2018 will be the last day for Trustee Mark Brunn. In May they will be

bringing a new member (Kindred Stamper-New Student Trustee) on board.

There was discussion of the time frame for the new Roadway Project (New

Lexington-Springmill Entrance)

The OSU-M Alumni Hall of Fame was held on March 22

Following the OSU-M Report, Chair Elisabeth Morando called for a Trustee to represent

the NCSC Board for the OSU-M Board meeting on May 17, 2018. Ms. Linda Nelson

graciously volunteered to represent NCSC.

VII. PRESIDENT’S REPORT – Dr. Dorey Diab

A. Phi Theta Kappa (PTK) and Sigma Alpha Pi (SAP) Updates

Dr. Dorey Diab reported that the students for PTK and SAP were unable to attend

tonight’s meeting but provided Dr. Diab with their reports that he will present on their

behalf. The Phi Theta Kappa and Sigma Alpha Pi updates are as follows:

Sigma Alpha Pi (The National Society of Leadership and Success):

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- This year we have recruited 232 members.

- We are working on adding additional online options for student to complete their induction

steps without coming to campus.

- We are preparing for induction on April 29th at 2:00pm at the Kehoe Center

- We are putting together our service projects to present at induction. So far, we have computed

that we have completed 1000 hours of community service.

- We will also be working on installing a new officer team for next year.

- Sigma Alpha Pi was nominated for the award of Outstanding Student Organization

Phi Theta Kappa:

- We will be attending the Honor’s Institute in June to learn about our honor’s topic.

- We have already paid $1700 for this event, which will cover the cost for our advisor and one

member.

- We will be doing research this summer for our honor’s topic: discovering new cultures.

- We will have a culture fair in the fall (and every fall) and share what we learn this summer.

- Our research will include field trips to various museums, churches, etc.

- Barb has been working with students who are planning to transfer to find scholarships within

the four-year institution to which they are transferring.

- We have ordered roses to sell at graduation

Both organizations are working on passing out graduation regalia to members who are

graduating.

B. North Central State College Foundation Development and Update

Dr. Dorey Diab introduced Ms. Chris Copper to present the College Foundation Update.

Ms. Copper reported:

Scholarships: All Scholarship letters have gone out to students for the Fall 2018 semester.

A $50,000 grant has been approved from the Black Family Foundation for FY19 Tuition

Freedom Scholarships

Foundation Events:

Graduate Picnic – May 10, 2018

College and Foundation Hosted Chamber Business After Hours-September 20, 2018

FY19 Scholarship Luncheon - October 18, 2018

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Emerald Club: Emerald Club 2018, Goal: $225,000

Total in pledges/payments raised: $313,716.45.

Annual Employee Campaign: This has kicked off and runs through Friday, April 27th. $4995 has come

in so far for FY19 pledges.

New Grants Submitted

$100,000 to the Conard Foundation to upgrade the RN and LPN labs as beds are outdated, and

mismatched; new curtains, carpet, and paint are needed.

$75,000 to Timken and $75,000 to Kellogg for the CSC LPN Program.

General Announcements:

The Foundation and Resource Development reviewed the current investment policy and updated

it for FY19 to continue to maximize our donations and scholarships.

The Activities Committee are evaluating and will help implement a plan designed by Board

member Glenn McClelland to have an experiential fundraiser, in honor of the 50-year anniversary

of the college.

The Foundation Board held their Feb 22 meeting in the Health Science building, with the Board

touring the facility and observing the students in classes. A huge thank you to Dr. Gray, Ms.

Roepke, and the entire Health Science faculty for hosting the Board.

Cedar Fair Partnership: Each new $100 donation will receive a CF ticket, while supplies last.

VIII. REQUIRED APPROVALS AGENDA

CONSENT AGENDA

The Board Chair (Ms. Elisabeth Morando) presented the Consent Agenda and called for

any items that should be removed from the consent agenda for further discussion. On a

motion by Ms. Linda Nelson and seconded by Dr. Dwight McElfresh and passing

unanimously, the following items were approved:

A. Approval of Minutes for March, 2018 “Regular Meeting”

B. Consideration of Approval of Status Change – R-2018-17

CONSIDERATION OF APPROVAL OF

STATUS CHANGES

R-2018-17

STATUS CHANGE

BE IT RESOLVED: by the Board of Trustees, that the following staff members are hereby

awarded the following status change:

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BEGINNING April 9, 2018

Sheila Campbell, Assistant Director, Information and System Technology

SALARY: $53,070.80 to $58,377.88

Sheila Campbell moved from Information Systems Manager to Assistant Director,

Information and Systems Technology


Tom Prendergast, Executive Director of Institutional Effectiveness, Analytics and Planning

SALARY: $72,767.57 to $80,044.33

Tom Prendergast, Director, Institutional Research was moved to Executive Director of

Institutional Effectiveness, Analytics and Planning


Gina Kamwithi, Executive Director, Compliance, Curriculum and Assessment

SALARY: $59,754.56 to $65,730.02

Gina Kamwithi, Director, Academic Services was moved to Executive Director,

Compliance, Curriculum and Assessment

These changes were made due to reorganization and alignment within the college community.

C. Consideration of Approval of Employment of College Personnel – R-2018-18


EMPLOYMENT OF COLLEGE PERSONNEL

R-2018-18

NEW HIRES

BE IT RESOLVED: by the Board of Trustees that the following staff members are hereby

employed at the salary and dates stipulated below:

BEGINNING APRIL 23, 2018

John Skulski, Facility Utility Worker

Ohio State University, Bachelor of Science

SALARY: $10.00/hr.

John Skulski was hired as Facility Utility Worker to replace Martin Farst.

BEGINNING MAY 22, 2018

Mackayla Cox, IR Summer Intern

North Central State College, Associate of Applied Business, Business Management

North Central State College, Associate of Applied Business, Marketing

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SALARY: $12.00/hr.

Mackayla Cox was hired as an intern for Intuitional Research.

BEGINNING AUGUST 16, 2018

Heidi Kreglow, PTA Faculty/Program Director

University of Findlay, Masters of Physical Therapy

SALARY: $45,652

Heidi Kreglow was hired as PTA Faculty/Program Director to replace Nicole Martin.

REGULAR AGENDA

E. Treasurer’s Report for March 31, 2018 – Dr. Koffi Akakpo

Dr. Koffi Akakpo presented the Treasurer’s Report for the period ending March 31, 2018.

He stated that revenues for the month totaled $723,202. Expenditures were $1,432,542

leaving a deficit of $709,340. Year-to-date revenues totaled $16,928,514. Year-to-date

expenditures totaled $11,678,742 leaving an excess of $5,249,772. The Star Ohio month-

end balance for March 2018 is $5,065,803. Dr. Akakpo described the trends shown in the

new Tracking of Monthly Cash Flow feature as well as the dashboard indicators. Dr.

Akakpo had no further special notes for this report.

ACTION TAKEN: Mr. Matthew Smith moved for approval of the Treasurer’s Report

for the period ending March 31, 2018. Mr. Roger Miller seconded the motion and the

motion carried unanimously.

IX. POLICY GOVERNANCE

A. Discussion of Agenda Planning

Ms. Elisabeth Morando called for Owner Connections with recent activities to share.

Ms. Linda Nelson shared an article from the Galion Inquirer about Galion students who

were to receive their Associate’s degrees.

Mr. Steven Stone shared a story about a Loudonville student who died while attending

classes at NCSC through the CCP program.

Dr. Dorey Diab shared some observations and participation by Trustees in the

Foundation’s NCO Hall of Excellence.

Ms. Elisabeth Morando shared a conversation she had with some parents on their local

swim team regarding the CCP program.

Mr. Matthew Smith shared his attendance at the Ashland University’s Ashbrook series on

“Freedom of Thought, Freedom of Speech.” He also shared an article from the Kiwanis

regarding “Stress” and why teens need a sense of purpose.

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C. Board Policy Governance Training (IAW 02.70) – Ms. Elisabeth Morando

1. Policy Governance Rehearsal Scenarios –PolGov training includes a guided

discussion/rehearsal of potential scenarios that trustees might expect to encounter in

order to further enrich the board’s understanding of the principles of the Carver

Policy Governance Model and to take their confidence in application to the next

level. Mr. Steven Stone led the case study of rehearsal scenario 3.15 that asks “High

Expectations, Low Funding: Is There a Solution?” In the scenario, a tax-funded

governmental organization has historically been successful in producing ends.

Demand and use have risen, but funding has not increased accordingly. Staff fear

that without additional funding, facilities and programs will deteriorate,

diminishing the organization’s ability to accomplish ends in the future. The CEO

has brought this to the attention of the board. The board is afraid that the public

won’t support a tax increase, even though there hasn’t been one for more than a

decade. What should the board do?

2. Policy Governance Policy Review – training also includes a continuing review,

refresher, and reassessment of current Policy Governance policies. The guided

discussion and review of policy governance policies 2.6, 2.7, 2.8 and 2.9 was led

by Ms. Linda Nelson.

Ms. Nelson eluded to the discussion of last year’s review that pointed out the

difference in duties of the Secretary of the Board and the Secretary to the Board.

The policy is confusing and unclear as written as to who is responsible for the

specific duties outlined. There needs to be clearer distinction between the two

positions and their relationship of duties to each other. Some additional discussion

ensued on the distinction between the positions. Following the discussion,

President Diab indicated that a recommendation for the Board’s consideration will

be drafted to clarify the roles and responsibilities of each position.

X. BOARD CHAIRPERSON REPORT- Ms. Elisabeth Morando

A. Financial Disclosure Filing Deadline (May 15, 2018)

Ms. Elisabeth Morando reminded trustees of the upcoming deadline for filing of the

Annual Financial Disclosure Statements to the Ohio Ethics Commission. Board

Secretary, Mr. Stephen Williams reported that all those required to file Financial

Disclosure Statements for 2017 had done so.

B. All-Ohio Academic Team Luncheon (April 26th State House Atrium)

Ms. Elisabeth Morando reminded Trustees of the upcoming All-Ohio Academic Team

Luncheon on April 26th. Dr. Dwight McElfresh and Ms. Linda Nelson will be attending

on behalf of the Board of Trustees as our students are recognized for their achievement.

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C. Alumni Picnic and Graduation Ceremony (May 10 & 11)

Ms. Elisabeth Morando reminded the Board of the College Commencement Ceremony

and Alumni Graduate Picnic and called for all Trustees to mark their calendars to save

the date in hopes that all will be able to attend one or both events.

D. North Central Ohio Hall of Excellence (Friday, April 13th, Ralph Phillips

Conference Center)

Ms. Elisabeth Morando called for discussion of the NCO Hall of Excellence. Mr.

Matthew Smith announced that trustees had gone together and purchased a table for the

event and some might be sitting elsewhere as well. Dr. Diab reminded everyone that the

event was sold out so any trustee wishing to attend who had not already made

arrangements for seating should let him know. From the discussion, it appeared that all

who were planning to attend had already made the necessary arrangements.

E. OACC Annual Conference (June 7th & 8th, Marion Technical College)

Ms. Elisabeth Morando called for discussion from Trustee who were planning to attend

or who knew at this time that they would NOT be able to attend. The agenda for the 2-

day event was recently published so trustees could get an idea of the content and make

decisions on their ability or desire to attend. Those planning to attend needed to get in

touch with Mr. Stephen Williams to discuss registration arrangements.

F. 2018 ACCT Leadership Congress (Hotel Early bird Registration deadline is May

20th)

Ms. Elisabeth Morando called for a discussion on the status of our presentation proposal.

Dr. Diab reported that presentation approvals would not happen for a couple months yet.

Additional discussion took place regarding the possibility of once again presenting the

Pre-congress Academy on Policy Governance in addition to our concurrent session.

There has been much turnover at ACCT so many activities are still unknown at this time.

G. 2018 LeaderRichland Participation Commitments (May 16, 17 & 21)

Ms. Elisabeth Morando called for discussion of the Leader Richland activity, which will

include 7th and 8th grade girls this year and called for a recap of those who were

committed to participate. Dr. Diab reported on previous commitments from Ms. Morando

for participation on May 17th. Ms. Linda Nelson committed to participating on May 16th.

Dr. Dwight McElfresh committed to participating on May 17th. Mr. Matthew Smith

committed to participating on May 21st. All presentations by NCSC Board members will

take place on their prescribed dates between 10:00am and 1:30pm in the Gorman Room

(165) of the Fallerius Building. President Dorey Diab discussed a potential format for the

presentations and his desire to participate to the extent he is able.

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H. Cancellation of the June 27th Regular Board Meeting and Annual Planning

Retreat and Rescheduling on July 11th.

Ms. Elisabeth Morando reminded the Board that due to an opportunity for advancement

development training for President Diab and Foundation Executive Director Chris

Copper, the Regular June meeting and Annual Planning Retreat would not take place on

June 27th as scheduled rather it has been rescheduled to July 11th. Both activities will

follow the same timing schedule as it has in the past when held in June. Trustees should

be sure that they have marked the date on their calendars and make plans to attend.

XI. EXECUTIVE SESSION

The Chair called for an Executive Session at 7:56 p.m. Dr. Dwight McElfresh made a

motion and it was seconded by Ms. Linda Nelson to adjourn to Executive Session to

discuss personnel matters relating to the employment/evaluation of a public employee

and to consider complaints against a public employee. Ms. Elisabeth Morando explained

that she did not expect any further business following the executive session. A roll call

vote on the motion was approved unanimously by all members present.

Mr. Mark Masters – “yes”

Dr. Dwight McElfresh – “yes”

Mr. Roger Miller – not present

Ms. Elisabeth Morando – “yes”

Ms. Pamela Mowry – not present

Ms. Linda Nelson – “yes”

Mr. Matt Smith – “yes”

Mr. Steve Stone – “yes”

At 8:13 p.m., the Board Chair, Ms. Elisabeth Morando declared the Executive Session

concluded and the Regular Session resumed.

REGULAR SESSION RESUMED

XII. MEETING EVALUATION – Ms. Elisabeth Morando

Ms. Elisabeth Morando called for discussion of today’s meeting. Trustees noted that there

was good discussion and some very good policy governance discussion. The Link-n-

Learn activity was very informative and enlightening.

XIII. TIME AND PLACE OF NEXT MEETING

The next Regular meeting of the Board of Trustees is scheduled for Wednesday, May 23,

2018 in room 165 (The Gorman Room) in the Fallerius Building at 5:30pm.

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XIV. ADJOURNMENT

The Chair called for any additional business requiring Board action.

ACTION TAKEN: As there was no further business requiring the Board’s

consideration, the Board Chair, Ms. Elisabeth Morando declared the meeting adjourned at

8:28 p.m.

Respectfully submitted:

Mr. Stephen R. Williams, Board Secretary Ms. Elisabeth Morando, Board Chair


STATUS CHANGES

R-2018-19

STATUS CHANGE

BE IT RESOLVED: by the Board of Trustees that the following staff/faculty

member is hereby awarded the following status change:

BEGINNING FY 18-19 Contract/Base Salary

Sara Rollo, Math Faculty

SALARY: $43,200 to $44,200

Sara Rollo is receiving an advancement in rank increase of $1,000.


EMPLOYMENT OF COLLEGE PERSONNEL

R-2018-20

NEW HIRES

BE IT RESOLVED: by the Board of Trustees that the following staff and/or

faculty members are hereby employed at the salary and dates stipulated below:

BEGINNING MAY 5, 2018

Jordain Smith,Teacher Assistant

SALARY: $9.50/hr.

Jordain Smith was hired as Teacher Assistant for summer coverage only

from May 1 through August 31.


John Stewart, OTA Faculty/Program Director

Shawnee State University, Associate of Applied Science Occupational Therapy

Assistant

Ohio Christian University, MBA

SALARY: $45,248

John Stewart was hired as OTA Faculty/Program Director to replace Ted

Chapman.


Celeste Francis, Registered Nursing Faculty

University of Southern Mississippi, Master of Science in Nursing

SALARY: $46,460

Celeste Francis was hired as Registered Nursing Faculty to replace Amy

Arnett.

CONSIDERATION OF APPROVAL

OF AMENDMENT TO

GOVERNANCE PROCESS POLICY 2.6

R-2018-21

WHEREAS: the Board of Trustees has adopted “Policy Governance” as the

model for how it carries out its business,

WHEREAS: the Board of Trustees continues the process of reviewing policies to

direct the governance process,

NOW, THEREFORE BE IT RESOLVED: that the Board of Trustees hereby

approves this amendment to Governance Process Policy 2.6 – Board Secretary

Role Policy.

(see attached)

3357:13-02-60 Board Secretary’s Role Policy (Governance Process)

The Board Secretary (also known as Secretary of the Board) is an officer of the board whose

purpose is to ensure the integrity of the board’s documents.

The responsibility for conduct of the board’s documents shall fall upon the Corresponding

Secretary (also known as the Secretary to the Board), who is not a member of the Board and

carries the corresponding duties to the Board of Trustees as part of their regular job description.

The Corresponding Secretary is a paid employee of the institution who serves both the Board of

Trustees and the institution’s Chief Executive Officer.

2.61 The assigned result of the Secretary’s job is to see to it that all board documents and

filings are accurate and timely.

a. Policies will be current in their reflection of board decisions. Decisions

upon which no subsequent decisions are to be based, such as consent agenda

decisions, motions to adjourn, and staff or board member recognitions need not be

placed in policy.

b. Policies will rigorously follow Policy Governance principles.

c. By-laws will contain all the elements necessary for legal compliance and for

consistency with the principles of Policy Governance and will be known to the

board.

2.62 The authority of the Secretary is access to and control over board documents, and the

use of the Corresponding Secretary’s time that in the CEO’s opinion is neither excessive

nor disruptive.

2.63 The assigned result of the Corresponding Secretary’s job is to draft all board

correspondence, documents, and notifications per the direction of the board/CEO.

a. Requirements for format, brevity, and accuracy of board minutes will be

known to the CEO.

b. Records on all meetings of the Board of Trustees shall be kept.

c. All legal notices and postings shall be carried out.

d. All regular documents of the board to include regular and special meeting minutes

and certifications of board action shall be signed by the Corresponding Secretary.

e. Board members shall be notified of all meetings and other relevant events.

f. In the absence of the Corresponding Secretary, any person appointed by the

Chairperson shall perform the duties of the Corresponding Secretary and shall keep

the minutes thereof.


CAMPUS COMPLETION PLAN UPDATE

FOR NORTH CENTRAL STATE COLLEGE

R-2018-22

WHEREAS: Completion plans provide a continuous improvement framework that

can allow campuses to identify and implement strategies to increase the number

and percentage of students earning meaningful postsecondary credentials, and

WHEREAS: House Bill 59 called for each public college and university to submit

a campus completion plan that was approved by their board of trustees to the

Chancellor by June 30, 2014, and

WHEREAS: The legislation further states that these plans are to be updated every

two years.

NOW, THEREFORE BE IT RESOLVED: by the Board of Trustees that the

following update to the College’s Campus Completion Plan for 2018 is hereby

approved.

(See attached)


1

Note: This document was developed collaboratively by Community College Presidents, Provosts, ODHE and OACC staff, as a recommended general

framework for community colleges to use in updating their strategic Campus Completion Plans. Updates of completion plans are to be approved by

boards of trustees and forwarded to the Chancellor by June 30, 2018.

Purpose:

The purpose of this Campus Completion Plan is to develop a systemic improvement plan for institution-wide policy and practice change that reaches

the departmental- and classroom-levels for direct impact on student persistence and completion by:

Engaging system-wide expertise in all aspects of the Plan’s development, implementation and assessment;

Identifying policies and practices that are advancing the institution toward improved student completion rates;

Discerning strategies and methods that are likely to demonstrate impact toward increased student persistence and completion;

Prioritizing improvement focus areas based on probability for positive impact on current student persistence and completion;

Engaging employers in completion efforts that align with workforce needs.

This document is to serve as a vehicle for campuses to articulate the outcome of a strategic process for improvement.

Updating Campus Completion Plans:

Updated completion plans are intended to be continuous improvement documents that are owned by the institution’s faculty, staff and board of

trustees. This updated template has been developed to encourage inclusion of the following items:

1) Measures of progress toward student completion goals established in your 2016-2018 completion plan;

2) Updated student completion goals, with metrics, for the two-year period between July 1, 2018 and June 30, 2020, including goals related to:

a. Increasing the percentage of new degree seeking students completing gateway mathematics and English courses within their first

twelve months of study;

b. Placing students on clear pathways to graduation or transfer (if that is their goal) and careers;

c. Outcomes for students over age 25; and

d. Alignment to the state’s workforce development priorities.


2

A few questions to consider about

CONNECTION TO THE INSTITUTION

Who are our students?

What efforts are underway at the college to help students in need of remediation become better prepared for college?

How do we build relationships with K-12 schools? How do we engage with parents and community?

What do we have in place to specifically connect with adult students?

What policies do we have that incentivize students to graduate from high school college ready? What policies and practices at the

federal, state, and institutional levels are barriers to successful transition from the high school to college?

What are pathways for College Credit Plus students?

How does our institution orient students? How does our institution communicate learning expectations to your students?

How does admissions, student support, registration, student life aid in this process?

What instruments or data are used to place students into appropriate level coursework? How are these assessments linked

with advising?

How does co-requisite learning support the learning outcomes of the institution’s gateway courses?

Do we offer prior learning assessment for adult learners?

Do we offer pathways into our institution by maximizing connection to Ohio Technical Centers through One Year Option and

Career Tech Credit Transfer initiatives?

Do our current academic and student programs meet our students’ needs and interests? How do we know? How do we help

students select a career?


3

CONNECTION

Outcomes from 2016-2018

Strategy/Goal:

Outcome: Progress: Measure: Comments:

What did you plan to improve?

What did you establish as your outcome?

What progress did you make towards strategy/goal?

What were measures of progress/success?

What contextual points are worth noting?

Work with feeder high schools to expand early postsecondary opportunities

-Regular high school counselor breakfast meeting Face to face meetings regarding CCP opportunities -“Win-win” agreements regarding tuition, such as covering book costs for high-school based sections

Minimum of two held annually -Increase the number of partner schools and course offerings Developing College-Now programs at Mansfield Senior HS, Galion HS, and Ashland Univ. -Student success regardless of course modality

-Currently 40 “partner” school districts and courses offered at 30+ sites -CCP credit hours increased 24% from AY 2016-18, headcount increased 24% -CCP 3-year average course success rate is 97%, including 95% on-campus success

-CCP comprised 31% of credits in FY 2018. One third of CCP credits are taken on-campus and more than 200 CCP students are declared majors -In FY 2017, 55 degrees were awarded to CCP students

Assist potential students in obtaining and understanding financial grant assistance

-Tuition Freedom Scholarship implementation -New Choose Ohio First Scholarship

-Implemented “Promise Scholarship” to former CCP and career technical students in FA2016 -Implemented COF program in FA2017 for STEMM majors

-TFS Scholarship been awarded to 252 students. In less than 2 years, 43 will have received a credential by SP2018 commencement. -COF Scholarship awarded to 62 students in AY 2018

-Larger contributor to TFS have been area career centers, with higher first-generation populations -Implemented mandatory tutoring program for COF students falling below 2.5 GPA


4

More presence in the local school and career centers

-NCSC becomes better known.

Visiting schools in the service area and schools in contiguous counties.

-More visits than the previous year. More welcome in the school. ADMISSIONS TO PROVIDE DATA -High school matriculations with articulated credit increased from 54 to 89 from FY 2015-17

Create onramp pathways specifically for adults

-Expand “Preview Nights” to expose interested adults -Create and promote more stackable certificates. This includes offering financial aid for these certificates. Implement PLA policy and tools.

-Hold and promote preview nights each spring and fall at main, Kehoe and Crawford. -Introduced 12 major certificates that are Title IV eligible since AY 2014, and five short term certificates that are Title IV eligible. Several certificates stack into degrees. Increased use of granting PLA for industrial certificates, and developed crosswalk directory to courses.

-Nearly 50 persons attended preview nights in April 2018, of whom 28 enrolled by early May -Certificate majors increased from 69 in AY 2016 to 94 in AY 2018 -PLA credits increased to 583 in 2016 but decreased to 401 in 2017


5

Improvement Focus Description: __Mapping Pathways to Student End Goals__

Improvement Focus Current Status:___scaling in progress__

Focus:

Strategy:

Leadership:

Others:

Outcome:

Measure:

Timeline

Improvement Objective (College Strategy/Intervention Objectives)

What will we do differently? What are the action steps for intervention?

Who will be responsible (title)?

Who will need to support /bolster the change and how (titles)?

What will be our outcome indicator of success?

How will we measure success?

What is our timetable?

Every program is well designed to guide and prepare students to enter employment and further education in fields of important to the college’s service area

-Every applied program will be reviewed using the pathways model by an advisory committee. -Accelerate rate of data provided for program review. Provide to each program annually. Provide training to faculty on interpreting data.

Deans and Assistant Deans

Program Directors and Program Coordinators -IEAP Department

-Percent of students attaining living wage employment or university transfer

Job placement within 6 months and average wage (ODJFS wage match) University transfer rate (National Student Clearinghouse)

Fall of 2019

Programs are clearly mapped out for students. Students know which courses they should take and in what sequence

-Design both full and part time curriculum worksheets to guide students through their program of choice -Continue minimizing course options and electives where feasible -Identify milestones on curriculum worksheets

Academic Deans

Program Faculty

-Average credits to credential -Credential completion rates

-IR calculation from SIS data

Fall 2019


6

Continue to improve connection with adult students

-Create structured environment for online degree and certificate programs, including support services -Target and incentivize stopped out students who have high percentage program completion -Launch of LPN program in Crawford County

Strategic Enrollment Committee

-Number and percent of majors exclusively online -Number and percent of returning students -Alternative credits recorded (PO code)


Fall 2019

Re-imagine the on-boarding process from connection to entry ensuring a positive barrier-free transition

-Re-examine on-boarding workflows and business processes -Establish “transition specialist” positions to focus on intrusively moving students through entry process and help clear hurdles to registration

SS&TS Director

-Funnel yield rates (applicant to registration)

-Ratio of registrants to enrolled

Fall 2019

What additional information do we need?

1. _____________________________________________________ 2. _____________________________________________________ 3. _______________________________________________________


7


SUCCESSFUL FIRST-YEAR ENTRY

What are your gateway mathematics and English courses? How do students know which best fits their major?

How will you increase the percentage of students completing their gateway mathematics and English courses in their first

twelve months of study?

Why do our students fall behind or leave? How do you know?

How do we advise and place students for efficient completion?

Are students advised with default pathways to their chosen degree?

What do we know about how to maximize credit accumulation?

How do we help undecided students choose a career and educational path?

How do we help students understand industry needs and high-demand areas?

How do we engage students within the college community?

What policies do we have that incentivize students to persist from the first to second semester and from the first to second

academic year with at least 12 credit hours? What policies and practices at the federal, state, and institutional levels are

barriers to successful transition from the first to second year?

How do we help students who are underprepared for their course of study?

How do we address the differences in learning styles? How do we address students with special needs? (handicapped,

seniors, commuters)


8

FIRST-YEAR ENTRY


Strategy/Goal:







Prepare students for a college experience

-Develop policy and procedure to administratively withdraw students based on non-attendance or non-participation in class Require orientation and FYEX course

-Implemented policy in FA2015 which magnifies the importance of attendance and participation.

-Approximately 2% of all post-HS grades are administrative withdrawals -Entering fall cohorts persisting to spring increased from 70% in FA2015 to 74% in FA2017

Teaches responsibility, course success continues to rise Revision of the FYEX course. Development of on-line and hybrid versions.

Provide more support through advising

-Institute intrusive advising through more deliberate touchpoints

-Hired four FT advisors through Title III

Assigned advisor caseload went from no assigned caseload (ad hoc visits) to average caseload of 161 in FA 2015 to 150 in FA 2017. -Comparing CCSSE 2014 and 2017, students reporting academic advising as “very important” increased from 56% to 71% -In 2017, 66% of CCSSE respondents said they use academic advising at least twice a year. Non-traditional age students were statistical outliers in frequency of use

Title III grant to improve advising implemented in AY 2015. In addition to in person visits, some advisors significantly utilize e-mail and phone for contacts.


9

Create a greater familiarity with the college and its resources/services

Develop and implement orientation for college and require students to participate

-Mandatory orientations since summer/fall 2016, redesigned summer/fall 2017

-Percent of entering students attending orientation – of the 802 students achieving with a “first time” enrollment past high school for SU 2017-SP2018, 61% attended orientation. Percent of NSO students re-enrolling, of FA 2017 cohort students that attended orientation, 75% re-enrolled for spring compared to 67% that did not attend orientation. -Satisfaction survey at conclusion of orientation – of the 348 persons that completed a survey for SU 2017 and FA 2017 orientations, 68% were very satisfied and 28% were satisfied with the experience.

Revision of the FYEX course. Development of on-line and hybrid versions.

Accelerate developmental progression

Scale use of co-requisites for gateway math and English.

-Statistics implemented in AY 2016 -Placement criteria changed in AY 2016 for English placing more people in co-req.

-By AY 2017, 12% of gateway English attempts and 44% of gateway statistics attempts had a co-req. lab -According to ODE Strong Start to Finish Data, 24.9% of entering students in AY 2017 completed gateway math and English in one year. This compared to the 2-year college average of 16.1% and statewide average of 21.2%.

Note about 75% of majors require statistics.


10

Improvement Focus Description: ___Helping Students Choose And Enter A Pathway_

Improvement Focus Current Status:____Scaling in progress___

Focus:

Strategy:

Leadership:

Others:

Outcome:

Measure:

Timeline








Require math courses are appropriately aligned with the student’s field of study

-Replace Tech Math courses with more transferable College Algebra and Trig. courses

Math Faculty Deans/Assistant Deans

-Number and percent of ENGR Tech students transferring -More efficient course scheduling

-Students transferring with more credits -Gateway math completion one-year

Fall 2019

Full first year experience is enhanced through delivery of integrated, holistic and personalized services supporting academic, career and financial planning

-Both orientation and new FYEX course required for all post high school students with < 12 credits -Enhance “team-based” advising approach (SSC coach, academic liaison, career, financial aid, TRIO, faculty mentor) for coordinated care/success network -Student risks identified early on with help of tools like

SS&TS Director and FYEX Faculty SS&TS Director and Deans IEAP Director, SS&TS Director

-Percent of incoming post HS students taking FYEX -Positive student satisfaction indicators for advising -Number and percent of support service referrals

-IR calculation from SIS data -RNL Student Satisfaction Inventory -AdvisorTrac data

Fall 2019


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CSI and predictive modeling. Interventions tailored to risk categories. -Proactive case management with students and monitoring of student being “on plan”

SS&TS Director, Deans

-Number and ratio of advisor visits to caseload

-AdvisorTrac data

Every new student is helped to explore career/college options, choose a program of study and develop a full-program plan as soon as possible.

-Train all advisors on baseline career guidance and use of career and planning tools -New FYEX course includes opportunities for academic, financial and career planning

Career advisor and FYEX Program Coordinator SC Coaches, Academic Liaisons; Career Pathway Coordinator; FYEX Instructors

Faculty SS&TS Director provide support and training; FYEX Program Coordinator provide oversight regarding course content

# and pct. of full program plans developed in the first semester of entering the college # and pct. of students changing majors in first vs. second year

-Colleague Planner Data -IR calculation from SIS data

Fall 2018 launch; review data beginning summer/fall 2019

Ensure that students are taking at least 9 credits in their major in the first year, and college level math and English in the first year.

Curriculum Guides reflect milestone courses; Advisors will use New Student Advising Checklist as a reference. Compress dev. Pathway to algebra, infuse quantitative reasoning in dev. Math, increase # of students in co-req

SSC Coaches, Academic Liaisons LA Assistant Dean

SS&TS Director provide support; Dean/Asst. Deans/Faculty provide training and guidance

# and pct. of new students completing the 9 credits in their major in the first year, and college level math and English


Fall 2018 launch; review data beginning summer/fall 2019


12

courses Monitor students’ progress in courses

Do we know our students’ expectations?

1. __Do spot checks of students’ awareness of pathway goals – need to follow plan 2. _____________________________________________________ 3. _______________________________________________________


13


STUDENT PROGRESS

What measures do we collect and track to ensure that students are staying on track?

How and when do we intervene with students to keep them on track?

How do we engage students with meaningful workforce connections?

How transparent and accessible are our programs of study?

Do students have options for structured degree pathways and/or meta-majors?

What policies do we have that incentivize students to stay on track? What policies at the federal, state, and local levels are barriers

to students’ ability to persist?

How do we ensure alignment between instructional and student support services and among institutional interventions and

programs?

How do we determine the preparation of students for specific programs?

How does our institution support student learning?

How do we determine and address learning support needs of the students?


14

PROGRESS


Strategy/Goal:







Review and increase usage of academic alerts

Policy established for early alerts, including mid-term grade reports

-Developed policy/procedures to send alerts through AdvisorTrac. Includes positive notices for good work. -Expanded mid-term deficiency to reflect full mid-term grades. Summary reports on mid-term progress sent to advisors by caseload (SP2018 first time)

-Faculty issued 234 alerts in SP2017 and 309 in FA2017. These represent about 3% of all on-campus and online attempts. -95% faculty compliance with mid-term grades

-Many faculty report that they “alert” students face-to-face but do not document

Develop mediated withdrawal policy

-New policy and procedure to require faculty/advisor intervention before course drop

-Implemented in FA2016, revised in FA2017 based on formative evaluation

-Withdrawal rate (post HS) has fallen from 6.4% in FA2016 to 4.7% in FA2017. F Grades have NOT increased.

Increase/improve use of tutoring

--Expand embedded tutors from math/English developmental and gateway to other disciplines

-Embedded tutors expanded to several health science courses

-Grant reporting rates – 129 second year health science majors received embedded tutoring in SP 2017 and FA 2017. Of these majors, 100% persisted semester to semester and 94% persisted year to year.

Expanded tutoring being funded through grant from Great Lakes Foundation


15

Improvement Focus Description: __Keeping Students On The Path__

Improvement Focus Current Status:___Planning to scale___

Focus:

Strategy:

Leadership:

Others:

Outcome:

Measure:

Timeline








Continue to enhance academic alerts and students “off-path”

-Map alert process -Implement pilot process for faculty in higher-risk “milestone” courses to complete by week four efficient online “check-off” survey indicating satisfactory or unsatisfactory progress. Need follow-up process.

Deans, SS&TS Director, IEAP Director, Tutoring Center Director

Faculty, Academic Liaisons, SSC Coaches

-Percent of faculty in targeted courses completing survey -Course success for “flagged” students

IR calculation from SIS data

Fall 2018

Improve transition and clarify roles amongst advising levels

-While emphasizing “team” model, clarify role of members at different parts of the student’s journey. Ensure communication during student transitions. -Clearly spell out to students the transition path they can expect

Deans, SS&TS Director

Academic liaisons, SSC coaches

-Improved student satisfaction with advising

-RNL Student Satisfaction Inventory

Fall 2018

Reviewing progress at 75% of degree for every student

-Developed query to more easily apply batch evaluation software. Assigns % completion of program. -Academic liaison will be notified each term of students at 75% of

Deans Academic liaisons

-Credential completion rates -Average length of time and credits to credential

IR calculation from SIS data

Spring 2019


16

completion to ensure support for completion

Invest in technology to improve data support and communication for advising needs.

-Improve technology integrating summarization of key data, application of predictive analytics for success and messaging/notes -Ensure development of protocols and processes to guide advisors in applying technology. Provide training.

SS&TS Director, IEAP Director, Systems Manager

SSC coaches, academic liaisons, faculty

-Advisor and faculty adoption of technology -Student contacts per advisors (efficiency measure) -Number and pct. of high-risk, intermediate risk and low-risk students that receive proactive advising and intervention

-Monitoring of system usage -Staff surveys on tool satisfaction -IR calculation of student success data

Spring 2019

Enhance co-curricular activities (HLC concern)

-Strengthen connection between academic programs and campus internship office -Review means to increase involvement in clubs

Deans, Internship Coordinator

Faculty, advisors

-# and pct. of students placed in internships -# and pct. of students involved in club -CCSSE data on student activities

-Internship office -Campus life office, surveys -CCSSE

Spring 2019

How can we assist our faculty and staff to feel competent and engaged with the strategies?

1. _Regular communication between liaison and success coaches 2. _Input from faculty and advisors in developing strategy 3. _Provide liaison assistance (training) for faculty


17


STUDENT COMPLETION

Are students achieving credentials within selected program streams?

How can we increase credit attainment and help more students complete their credentials, more quickly?

Do we automatically award certificates when required coursework is completed? Do we align certificate programs to degrees?

How do we assist students with college to career transition?

What policies do we have that incentivize students to complete a goal or certificate in a timely manner? What policies and

practices at the federal, state, and institutional levels are barriers to successful completion?

Do our registration and withdrawal policies support completion? How do we know that students who complete our

certificates and degrees have met our learning expectations?


18

COMPLETION


Strategy/Goal:



What did you establish as your outcome? What progress did you make towards strategy/goal?



Improve completion rates for students seeking certificates

-Auto awarding of certificates each term through IT process -Resolve issue with Police Academy to ensure all students that complete OPATA coursework receive academic certificate

Process in place and certificates are being auto awarded -Police academy curriculum revised to ensure all completers (including degree majors) receive certificate

-Two semesters through AY 2018, NC state has awarded 192 certificates compared to 62 for all of AY 2017. -Police Academy certificates increased from 12 in AY 2016 to 22 in AY 2017

-All students receive a printed certificate, and are encouraged by advisors to continue progressing toward a degree

Remove barriers from the transfer process

-Converted “pre-health” majors into a separate associate of science degree to facilitate potential transfer if not accepted into the health program of choice. -Created “Integrated Engineering Technology” degree maximizing TAG pathways. -Assigned academic liaison as primary transfer advisor

-All incoming pre-health now assigned to AS degree -IET degree created in AY 2016, including moving CNOW program to IET -Duplicative and low enrollment AA/AS offerings being retired

-95 unique students enrolled in IET program in AY 2018 -Excluding pre-health, there are 283 AA/AS majors in AY 2018, up from 258 in AY 2016 -31% of degree graduates in AY 17


19

-Refined AA/AS program offerings to better meet community needs. -

transferred to a university by spring 2018, up from 26% for AY 15 graduates

Reduce credit hours to completion

-in 2014, the college revamped all programs within the curriculum to reduce all associate degrees to 65 semester credit hours or less. The average degree length is 64 credits

-Students incurring fewer credits

-According to HEI, average credits to degree for SP2017 graduates was 72.3, compared to 78.0 for SP2015 graduates


20

Improvement Focus Description: __Ensuring That Students Are Learning____

Improvement Focus Current Status:___Planning to scale___

Focus:

Strategy:

Leadership:

Others:

Outcome:

Measure:

Timeline








Improve results of College wide outcomes

All programs will review college-wide outcomes of their program students

Assessment committee

Program faculty 100% compliance with completing Program Assessment Reports

Program Assessment Reports

Fall 2019

Review program outcomes for relevancy

Improve documentation of changes made based

Program Directors and Program coordinators

Community advisory committee members

Curriculum updates

Curriculum committee minutes

Spring 2020

Improve transfer to four year institutions

Align college AA programs with state-wide pathways

Liberal Arts Dean

Liberal Arts Faculty -% of AA programs fully aligned to statewide pathways

-Curriculum worksheets

Spring 2019

Completion initiative for stalled students near credential

-Reach out to stop outs with high % program completion and incentivize completion. This could involve waiving of smaller business office holds or attracting students with no holds back with scholarship offers

CFO, Dean of Student Services, Director of IEAP

Transition specialist, academic liaisons

-# and percent of targeted students that enroll and complete


Spring 2019

What are our next steps? _Attend ODHE transfer workshops _Encourage faculty to participate in the state-wide program transfer panels


21


OTHER ASPECTS OF COMPLETION SUCCESS

What does the disaggregated data tell us about completion rates for different populations? How do we reshape our institution to

build sustainable models of successful programs? How do we select and cultivate external linkages?

How do we ensure that student costs are transparent and student financial planning continuous? Are our courses and

program streams offered in student-friendly ways? What is our institution doing to create a culture to support success and

completion? How do we engage people across employee categories and provide professional development to support

change? How does our college manage process improvement?

What else can we do?


22

OTHER


Strategy/Goal:







Increase retention through a greater campus wide understanding of student success data

Department discussions on ways to increase student retention

Provided every faculty member with individual retention data for their classes and department averages

Course success for entering fall post high school students – course success has increased from 81% for the 2015 cohort to 85% for the 2017 cohort.

We intend to spur greater use of early alerts in FA 2018 by targeting developmental and gateway classes through a “satisfactory or unsatisfactory” survey by the fourth week completed by faculty for each student.


23

Improvement Focus Description: _____Policy Review

Improvement Focus Current Status:___Continuous Quality Improvement

Focus:

Strategy:

Personnel:

Others:

Outcome:

Measure:

Timeline








Increase credits awarded for prior learning

Review current policy and develop an inclusive campaign to expand awareness

Deans, Registrar

Director of Marketing

Students’ learning will be viewed holistically and additional credit awarded

Number of students awarded PLA credits

Fall 2019

What are our next steps? 1. _____________________________________________________ 2. _____________________________________________________ 3. _______________________________________________________


24


WORKFORCE

Based on our College service area which of the 6 JobOhio regions do we serve? http://jobs-ohio.com/network Which of the 9 JobsOhio key industries are addressed in our current curriculum and programing? http://jobs-

ohio.com/industries How have we linked our curriculum and programing to the OhioMeans Jobs In-Demand Jobs list?

http://omj.ohio.gov/OMJResources/MasterList_Education.stm Other labor market information for each occupation? http://ohiolmi.com/proj/jobsOhioInd.htm

What are the job training needs of our community based on our regional economic development network? How do we connect our students needing employment with our employers needing a trainer workforce? What are our current program advisory committees recommending to improve our curriculum and what new

programs do they endorse? How do we analyze the changing needs of our stakeholders and select courses of action regarding these needs? How do we determine if we should target stakeholder groups with our educational offerings and services? How do we align our credit on non-credit offerings?

http://jobs-ohio.com/network

http://jobs-ohio.com/industries

http://jobs-ohio.com/industries

http://omj.ohio.gov/OMJResources/MasterList_Education.stm

http://ohiolmi.com/proj/jobsOhioInd.htm


25

WORKFORCE


At the time of original document completion in June of 2015, we did not have a workforce director; in June of 2017, we added such a

position.

Strategy/Goal:







The 2016-18 had an academic focus in many respects as one can see from our sought after outcomes.

Utilize data from program review and other sources to improve needed skills of our graduates.

Perhaps largely because the president picked up, from our advisory boards, a need to improve the soft skills of our graduates, there has been a concerted effort to do that.

This need is discussed and acted upon in all academic divisions and is being imbedded in our assessment process as well. One division is considering adding a professional skills course to the curriculum. Many faculty members have learned to emphasize soft skill mastery in capstone courses.

Standardized policy and procedures as well

Standardized forms and procedures do

The college has clarified expectations of faculty and the

The college has a partnership with our shared OSU-M


26

as a communication plan promoting co-ops and interns.

exist now for internship and co-op participation.

college has improved its capacity to find businesses willing to host co-ops and internships and has improved attracting students to those opportunities.

campus for promoting these activities through a shared staff member.

“To define the responsibilities of the Workforce partnership” (previous document)

A workforce advisory board has been added and is meeting regularly.

Input is being heard and acted upon.

The former workforce partnership has not gained in strength.

Review advisory board membership.

This has happened sporadically but we have not developed a method of measuring this.

Develop a comprehensive handbook for college advisory committees

Still in progress.


27

Improvement Focus Description: ____Meeting Community Needs

Improvement Focus Current Status:__ Continuous Quality Improvement___

Focus:

Strategy:

Personnel:

Others:

Outcome:

Measure:

Timeline








To improve response to industry workforce needs

- Participate in advisory boards (esp. MFG, Business, IT). - Utilize area LMI data - Utilize HR summit for feedback

- Dir. Of Workforce - Dean

- Inst. Research - Faculty - Assist. Dean

- Increased feedback from industry - Employer’s increase staffing of NC trained workforce

- Employer surveys - Job Placement and Job Advancement/Wage data -Number of employees placed in workforce training

- Ongoing with first Survey completed by Spring 2019

To seamlessly promote non-credit to credit transfer

- Review and strengthen crosswalks between non-credits to credit training. -Develop system for Supervision and customized

- Asst. Dean - Dean - Dir. Of Workforce

- curriculum committee - faculty

Increase enrollment in credit bearing programs by those who took non-credit training.

Track amount of PLA/Credit award given

9/01/2018 And ongoing


28

non-traditional workshops

To increase apprenticeships sponsored by NCSC

- Present apprenticeship program at advisory boards. - Targeted recruitment of specific industry (IT/Manufacturing) - Utilize HR summit to educate employers. -Marketing push

Dir. Of Workforce

- Dir. Of Corporate and Industry -Dean and Asst. Dean

Increased apprentice-ship enrollment

Number of apprentices sponsored by NCSC will increase by 91%

May 2019

Promote PLA options to area workforce

-discuss PLA options with employers and incumbent workers who are in training or apprentices - Work with advisors and recruiters to educate about PLA

- Dir. Of Workforce - Dean

- Advisors - Recruitment - Adult learner subcommittee - Faculty

Increase in students obtaining PLA/CBE credits toward certificates and degrees

Data showing how many credits were awarded through a PLA method

Ongoing

Workforce Partnerships

Continue to work cooperatively with

- Dir of Workforce

- shared resources

- Number of contracted/shared

Ongoing


29

other training partners in area

- President -Deans

- training referrals cooperative competition

trainings between partners - Participation in each other’s advisory boards tracking of referrals

Continue to strengthen advisory boards across the college.

Deans President

Curriculum aligned with industry needs.

Advisory board surveys and discussions.

Continue to focus upon soft skill outcomes for our graduates.

Deans Assessment Committee

Graduates displaying soft skills necessary for success.

Advisory board discussions and surveys. Are graduate surveys able to be updated for this?

What are our next steps?

1. CAO level approval needed for the plans noted above

2. Plans implemented and monitored

3. _______________________________________________________

The Treasurer’s Report with Dashboard Analysis

for the Period Ending

April 30, 2018


Analysis of Current Revenue and Expenditures

Period Ending April 30, 2018

Variance

Current Budget Favorable / Beginning Prior Current

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 YTD Release (Unfavorable) Budget YTD vs. Prior

Revenues:

State Share of Instruction $648,132 $648,132 $648,132 $648,132 $648,132 $648,132 $648,879 $648,879 $648,879 $648,879 $6,484,308 6,441,667 $42,641 7,730,000 $6,400,424 $83,884

Student Tuition and Fees 4,833,980 $778,880 ($16,161) ($2,220) $3,637,652 $549,806 $576,240 $14,694 $2,535 ($315) 10,375,091 10,741,432 (366,341) 10,741,432 9,877,621 497,470

Other Revenues 14,410 $14,407 $13,063 $24,349 $16,029 $19,795 $26,155 $17,534 $27,501 $20,880 194,121 145,254 48,867 174,305 183,608 10,513

University Center 16,506 $0 $0 $8,200 $0 $0 $0 $0 $0 $0 24,707 33,333 (8,627) 40,000 28,818 (4,112)

Capital Debt Service 0 $6,695 $0 $51,651 $0 $0 $0 $6,330 $0 $0 64,676 80,000 (15,324) 80,000 77,668 (12,992)

Child Development Center 41,459 47,147 39,677 35,490 47,555 29,616 40,984 35,051 37,388 39,231 393,598 377,650 15,948 455,000 380,326 13,272

Workforce & Community Development 1,847 1,234 1,037 7,459 24,998 667 1,039 8,115 4,804 2,468 53,668 84,167 (30,499) 101,000 48,428 5,240

Facilities 16,382 $6,774 $5,051 $5,395 $3,355 $3,526 $3,795 3,115 $2,095 $746 50,233 50,083 150 60,100 61,492 (11,259)

Fund Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total Revenues $5,572,717 $1,503,269 $690,799 $778,457 $4,377,720 $1,251,541 $1,297,092 $733,718 $723,202 $711,888 $17,640,402 $17,953,586 ($313,184) $19,381,837 $17,058,384 $582,018

Expenditures:

Payroll $318,330 $408,784 $633,402 $664,305 $668,184 $1,007,056 $496,776 $639,284 $655,500 $654,475 $6,146,096 6,289,319 $143,223 $7,805,886 $6,095,684 ($50,412)

Fringes 124,091 $240,815 $246,002 $99,963 $123,467 $368,105 $206,033 $229,414 $230,515 $229,200 $2,097,605 2,488,321 $390,716 3,234,817 1,946,896 (150,709)

Printing 0 $352 $1,111 $316 $1,623 $3,563 $2,604 $1,799 $6,218 $4,137 $21,722 51,000 $29,278 61,200 36,836 15,113

Advertising 0 $445 $5,381 $11,320 $19,500 $14,688 $14,568 $19,189 $19,570 $34,599 $139,260 145,158 $5,899 174,190 114,398 (24,861)

Postage 0 $20,000 $0 $1,500 $0 $0 $0 $225 $15,103 $0 $36,828 54,750 $17,922 65,700 37,404 576

Shared Campus Expense 13,900 $600 $600 $1,421 $600 $600 $1,052 $176,319 $176,305 $176,305 $547,701 690,000 $142,299 1,150,000 599,554 51,853

Professional Development 23,097 $8,662 $10,909 $8,925 $11,801 $887 $6,221 $5,676 $4,397 $5,110 $85,685 213,126 $127,441 255,751 106,029 20,344

Grants and Scholarships 28,386 $6,138 $258,371 $108 $473 $446 $2,440 $187,161 ($4,527) $5,467 $484,462 1,100,000 $615,538 1,320,000 1,419,814 935,352

Equipment Lease and Rental 7,032 $250 $8,712 $7,032 $7,032 $14,945 $7,026 $7,026 $8,706 $7,026 $74,786 94,139 $19,353 112,967 64,063 (10,723)

New Equipment 6,245 $23,025 $8,761 $0 $690 $31,226 $14,029 $4,146 $1,913 $14,708 $104,743 285,402 $180,659 342,482 87,553 (17,190)

Professional Fees 26,714 $3,866 $11,711 $9,598 $15,455 $8,350 $30,352 $11,121 $7,435 $4,776 $129,378 199,048 $69,669 238,857 143,230 13,852

All Other Expenses 502,659 113,949 90,266 101,529 146,064 152,851 101,509 181,345 174,663 128,230 $1,693,065 2,135,371 $442,307 2,492,313 1,608,749 (84,316)

Child Development Center 15,252 31,684 39,788 21,017 23,335 45,258 30,505 25,207 31,180 32,469 $295,695 346,303 $50,608 447,691 281,590 (14,105)

Corporate 5,743 9,647 14,515 12,408 16,039 26,129 12,222 16,440 14,837 12,732 $140,712 167,093 $26,381 215,513 96,890 (43,822)

Facilities 127,344 100,788 110,325 91,250 85,870 171,510 104,017 101,255 90,728 88,401 $1,071,488 1,124,361 $52,873 1,414,470 1,060,352 (11,136)

Total Expenditures $1,198,792 $969,006 $1,439,854 $1,030,691 $1,120,133 $1,845,614 $1,029,353 $1,605,607 $1,432,542 $1,397,634 $13,069,226 $15,383,390 $2,314,165 $19,331,837 $13,699,042 $629,816

Excess (Deficit) $4,373,925 $534,263 ($749,055) ($252,234) $3,257,587 ($594,074) $267,738 ($871,889) ($709,340) ($685,746) $4,571,176 $2,570,196 $2,000,981 $50,000 $3,359,343 $1,211,834

StarOhio Month-End Balance - $5,073,266 / Yield - 1.81% This Month

I Payroll reflect one pay period in July

II Benefits in October and November reflect Premium Holiday

III Payroll reflects three pay period in December

IV All Other Expense - Adjustment made in July 2017 to transfer software maintenance for Student Planning to Title III Grant


All Other Expenses


Variance

Current Budget Favorable / Beginning

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 YTD Release (Unfavorable) Budget

Office Supplies 145.19 385.38 1,123.01 587.97 60.00 266.20 235.18 410.70 219.94 0.00 3,433.57 18,020.83 14,587.26 21,625.00

Instructional Supplies - Lecture 1,164.79 205.70 1,181.35 4,181.03 3,748.47 533.79 9,255.37 70.91 8,535.52 3,552.89 32,429.82 39,740.83 7,311.01 47,689.00

Paper Supplies 1,116.34 0.00 3,960.41 2,548.77 1,116.34 1,108.84 0.00 1,116.34 1,571.28 191.84 12,730.16 20,833.33 8,103.17 25,000.00

Data Processing Supplies 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Other Supplies 224.00 415.15 34.99 131.02 0.00 18,323.13 6,062.58 809.40 448.00 1,864.00 28,312.27 31,825.83 3,513.56 38,191.00

Instructional Supplies - Lab 11,596.00 28,330.92 18,294.84 15,727.59 48,076.40 32,558.77 28,123.41 24,702.30 21,123.72 27,436.42 255,970.37 297,299.17 41,328.80 356,759.00

Travel 237.00 576.55 983.34 1,860.06 2,726.75 1,567.58 522.81 1,832.53 2,392.20 1,696.32 14,395.14 31,675.00 17,279.86 38,010.00

Non-Inventory Software (501) 7,575.00 0.00 0.00 0.00 0.00 1,400.00 0.00 0.00 0.00 0.00 8,975.00 8,886.67 (88.33) 10,664.00

Non-Inventory Books 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7,500.00 7,500.00 9,000.00

Equipment Maintenance 904.00 1,207.08 275.25 711.66 1,927.50 0.00 0.00 813.00 741.00 0.00 6,579.49 17,416.67 10,837.18 20,900.00

Software Upgrade/Maintenance 376,628.00 44,052.82 35,723.56 27,405.00 46,959.07 29,126.00 20,883.45 52,924.30 22,152.20 19,177.00 675,031.40 689,051.67 14,020.27 826,862.00

Building Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2,700.00 0.00 20,551.82 23,251.82 5,000.00 (18,251.82) 6,000.00

Vehicle Maintenance 504.65 941.29 707.96 37.13 102.91 82.11 71.80 9.00 95.00 91.77 2,643.62 7,262.50 4,618.88 8,715.00

Telephone 15,632.35 7,430.14 8,020.66 8,747.55 8,759.82 8,751.95 9,497.20 7,953.62 9,602.19 7,946.52 92,342.00 66,000.00 (26,342.00) 75,000.00

Cell Phones 605.89 557.52 575.01 739.23 800.45 646.35 650.93 664.01 665.97 725.37 6,630.73 12,500.00 5,869.27 15,000.00

Pagers 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 208.33 208.33 250.00

Utilities 0.00 0.00 0.00 0.00 439.45 0.00 0.00 0.00 0.00 0.00 439.45 0.00 (439.45) 0.00

Internet Connection 7,694.08 5,084.76 1,269.76 5,084.75 5,084.75 5,084.75 9,497.08 1,589.75 14,619.75 1,589.75 56,599.18 77,083.33 20,484.15 92,500.00

License Fees 65.00 130.00 68.50 65.00 0.00 0.00 1,125.01 0.00 0.00 0.00 1,453.51 2,929.17 1,475.66 3,515.00

Bank Fees - General 0.00 0.00 17.25 0.00 17.25 0.00 17.25 0.00 0.00 0.00 51.75 83.33 31.58 100.00

Bank Fees - Credit 0.00 0.00 4,055.65 9,647.16 475.38 0.00 5,613.34 7,880.54 3,932.45 2,011.66 33,616.18 25,000.00 (8,616.18) 30,000.00

Insurance 41,919.00 19,944.00 0.00 9,607.00 282.00 40,435.68 0.00 8.00 121.00 0.00 112,316.68 92,683.33 (19,633.35) 111,220.00

Shipping/Freight 4.17 199.43 127.05 240.27 274.01 106.34 382.30 219.90 109.17 464.22 2,126.86 3,333.33 1,206.47 4,000.00

Sponsored/Donated 0.00 1,100.00 1,050.00 1,205.00 3,358.60 351.00 1,882.50 750.00 2,365.00 2,386.50 14,448.60 17,375.00 2,926.40 20,850.00

Commencement 0.00 212.50 142.86 0.00 171.82 0.00 0.00 0.00 0.00 1,430.93 1,958.11 20,083.33 18,125.22 24,100.00

Catering 40.00 53.92 1,730.22 273.87 486.45 3,580.65 300.96 688.05 356.26 1,203.35 8,713.73 10,229.17 1,515.44 12,275.00

Subscriptions 40.00 0.00 0.00 0.00 5,309.00 180.00 603.67 129.00 849.00 0.00 7,110.67 9,925.00 2,814.33 11,910.00

Dues 36,182.47 1,679.00 5,669.00 6,186.00 1,550.00 3,215.00 4,955.00 1,091.00 3,721.98 36,639.00 100,888.45 93,725.24 (7,163.21) 95,638.00

Program Development 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 41,666.67 41,666.67 50,000.00

Recruitment 0.00 0.00 2,000.00 0.00 0.00 1,609.40 0.00 1,000.00 0.00 0.00 4,609.40 2,500.00 (2,109.40) 3,000.00

Other Expense (111.57) 986.68 3,292.97 5,356.72 14,621.99 3,928.12 2,092.57 74,912.45 83,694.47 2,488.80 191,263.20 314,700.00 123,436.80 377,640.00

Bad Debt Expense 140.00 720.32 (8.51) 1,287.48 127.83 0.67 0.60 (15.85) (4.20) (2.06) 2,246.28 170,833.33 168,587.05 205,000.00

Collection Costs 352.18 (263.78) (28.98) (101.37) (412.17) (5.26) (263.99) (914.43) (2,649.07) (3,216.02) (7,502.89) 0.00 7,502.89 0.00

502,658.54 113,949.38 90,266.15 101,528.89 146,064.07 152,851.07 101,509.02 181,344.52 174,662.83 128,230.08 1,693,064.55 2,135,371.07 442,306.53 2,541,413.00



Variance

Current Beginning Budget Favorable / Prior Current

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 YTD Budget Release (Unfavorable) YTD vs. Prior

Child Development Center

Revenues 41,459$ 47,147$ 39,677$ 35,490$ 47,555$ 29,616$ 40,984$ 35,051$ 37,388$ 39,231$ 393,598 455,000$ 377,650$ 15,948$ 380,326$ 13,272$

Payroll 8,953 18,229 17,448 17,083 18,163 27,319 17,193 13,792 18,607 19,100 175,887 270,873 208,364$ 32,477 180,027 4,140

Fringes 5,367 10,705 19,751 2,655 3,283 16,068 11,010 10,051 10,896 10,924 100,710 146,789 112,915$ 12,205 82,903 (17,807)

Non-Payroll 932 2,750 2,589 1,279 1,889 1,871 2,302 1,364 1,677 2,445 19,098 30,029 25,024$ 5,926 18,660 (438)

Total Expenses 15,252 31,684 39,788 21,017 23,335 45,258 30,505 25,207 31,180 32,469 295,695 447,691 346,303 50,608 281,590 (14,105)

Excess (Deficit) 26,207$ 15,463$ (111)$ 14,473$ 24,220$ (15,642)$ 10,479$ 9,844$ 6,208$ 6,762$ 97,903$ 7,309$ 31,347$ 66,556$ 98,736$ (833)$

Corporate

Workforce & Community Development

Revenues 1,847$ 1,234$ 1,037$ 7,459$ 24,998$ 667$ 1,039$ 8,115$ 4,804$ 2,468$ 53,668 101,000$ 84,167$ (30,499)$ 48,428$ 5,240$

Payroll 3,245 7,061 8,866 10,906 12,064 19,232 8,253 11,238 10,901 9,286 101,052 145,496 111,920$ 10,868 65,748 (35,304)

Fringes 1,251 2,567 4,942 1,468 2,132 6,293 3,553 3,841 3,797 3,234 33,078 49,517 38,090$ 5,012 22,966 (10,112)

Non-Payroll 1,247 19 707 34 1,843 604 416 1,361 139 212 6,582 20,500 17,083$ 10,501 8,176 1,594

5,743 9,647 14,515 12,408 16,039 26,129 12,222 16,440 14,837 12,732 140,712 215,513 167,093 26,381 96,890 (43,822)

Excess (Deficit) (3,896) (8,413) (13,478) (4,949) 8,959 (25,462) (11,183) (8,325) (10,033) (10,264) (87,044) (114,513) (82,927) (4,117) (48,462) (38,582)

North Central State CollegeFiscal Year 2018

Financial UpdateRevenues - Expenditures Summary

Approved

BudgetApril YTD % of Total

REVENUES $19,381,837 $711,888 $17,640,402 91.0%

EXPENDITURES $19,381,837 $1,397,634 $13,069,226 67.4%

TOTAL MARGIN ($685,746) $4,571,176

$0

$4,500,000

$9,000,000

$13,500,000

$18,000,000

YTD Revenues YTD Expenses

$17,640,402

$13,069,226

$17,058,384

$13,699,042

Year-To-Date Revenues & Expenditures Update

FY 2018 FY 2017

$6,484,308

37%

$10,375,091

59%

$781,003

4%

FY 2018 YTD REVENUES

State Share of Instruction Student Tuition and Fees

Other Revenues

$6,146,096

47%

$2,097,605

16%

$4,825,525

37%

FY 2018 YTD EXPENDITURES

Payroll Fringes Other Expenses

29%

8%

4% 4%

23%

6%

7%

4% 4% 4%

6%

5%

7%

5% 6%

10%

5%

8% 7% 7%

0%

10%

20%

30%

40%

Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18

FY 2018 Percent of Revenues & Expenditures

Revenues Expenditures

$0

$1,500,000

$3,000,000

$4,500,000

$6,000,000

FY 2018 FY 2017

$4,571,176 $3,359,343

Total Margin

North Central State CollegeFiscal Year 2018

YTD Thru April 2018 Financial Update

July August September October November December January February March April May June

FY 2018 5,572,717$ 1,503,269$ 690,799$ 778,457$ 4,377,720$ 1,251,541$ 1,297,092$ 733,718$ 723,202$ 711,888$ -$ -$

FY 2017 5,348,182$ 1,539,571$ 729,656$ 757,852$ 3,838,589$ 1,553,212$ 1,188,347$ 712,908$ 665,938$ 724,131$ -$ -$

% Variation 4% -2% -5% 3% 14% -19% 9% 3% 9% -2%


FY 2018 1,198,792$ 969,006$ 1,439,854$ 1,030,691$ 1,120,133$ 1,845,614$ 1,029,353$ 1,605,607$ 1,432,542$ 1,397,634$ -$ -$

FY 2017 1,138,785$ 1,007,411$ 1,390,269$ 1,068,054$ 1,202,843$ 1,500,603$ 1,212,034$ 1,213,313$ 2,854,878$ 1,110,853$ -$ -$

% Variation 5% -4% 4% -3% -7% 23% -15% 32% -50% 26%

Expenditures

Revenues

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000


$5,5

72,7

17

$1

,50

3,2

69

$690,7

99

$778,4

57

$4

,37

7,7

20

$1,2

51,5

41

$1

,29

7,0

92

$733,7

18

$723,2

02

$711,8

88

$5,3

48,1

82

$1,5

39,5

71

$729,6

56

$757,8

52

$3,8

38,5

89

$1

,55

3,2

12

$1

,18

8,3

47

$712,9

08

$665,9

38

$724,1

31

FY 2018 FY 2017

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000


$1,1

98,7

92

$969,0

06

$1,4

39,8

54

$1,0

30,6

91

$1,1

20,1

33

$1

,84

5,6

14

$1,0

29,3

53

$1,6

05,6

07

$1,4

32,5

42

$1,3

97,6

34

$1,1

38,7

85

$1,0

07,4

11

$1,3

90,2

69

$1,0

68,0

54

$1

,20

2,8

43

$1,5

00,6

03

$1,2

12,0

34

$1,2

13,3

13

$2,8

54,8

78

$1,1

10,8

53

FY 2018 FY 2017

Monthly Cash-On-Hand Update

$1,631,763

$2,153,044 $1,894,428

$3,936,246

$3,580,567

$4,649,735 $5,008,965

$6,400,166

$4,925,112

$5,758,037

$4,465,154 $4,607,564

$6,875,862

$6,319,434

$7,839,661

$8,159,294

$8,739,392

$9,473,831

$8,919,032

$8,815,337

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL

FY 2017 FY 2018

Total Annual Expense (less depreciation) = $19,149,296 Average Cash Per Month = $19,149,296/12 = $1,595,775


2018-2019 OPERATING BUDGET

R-2018-23

WHERAS: the Board of Trustees of North Central State College has reviewed the

income and expense portion of the proposed 2018-2019 Operating Budget, and

WHEREAS: the Board of Trustees acknowledges that the allocation of payroll

expenditures includes: an increase in compensation for all full-time staff of $1,000

to base salary; an increase in compensation for all full-time faculty in accordance

with year-two of the collective bargaining agreement, $1,000 applied to base for

fiscal year 2018; a stipend of $100 to designated part-time staff; and a $50 stipend

to adjunct faculty that successfully complete Fall semester 2018 and a $50 stipend

to adjunct faculty that successfully complete Spring semester 2019

WHEREAS: the Board of Trustees acknowledges that the allocation of

expenditures for employee fringes includes an increase in the employee

participation rate for healthcare coverage that will go from fourteen percent to

fifteen percent, and

WHEREAS: the Board of Trustees approves the income and allocation of payroll

and non-payroll expenditures of this budget.

NOW, THEREFORE, BE IT RESOLVED: by the Board of Trustees that the

2018-2019 Operating Budget of the College is hereby adopted as presented.

(See attached sheet)

FY 2019 Budget - Revenues

Approved Approved Proposed

Revenues: FY 2017 FY 2018 FY 2019

State Appropriations $ 7,660,000 $ 7,730,000 $ 8,109,374

Student Tuition and Fees $ 10,113,945 $ 10,741,432 $ 10,822,200

Other Revenues $ 310,250 $ 174,305 $ 207,100

University Center $ 45,000 $ 40,000 $ 40,000

Capital Debt Service $ 100,000 $ 80,000 $ 80,000

Child Development Center $ 483,000 $ 455,000 $ 470,000

Workforce & Community Dev. $ 101,000 $ 101,000 $ 47,000

Facilities $ 67,465 $ 60,100 $ 112,916

Total Revenues $ 18,880,660 $ 19,381,837 $ 19,888,590

FY 2019 Budget - ExpendituresApproved Approved Proposed

Expenditures: FY 2017 FY 2018 FY 2019Payroll $ 7,777,971 $ 7,805,886 $ 7,975,915

Fringes $ 3,301,202 $ 3,234,818 $ 3,359,362

Printing $ 61,200 $ 61,200 $ 61,200

Advertising $ 171,950 $ 174,190 $ 174,090

Postage $ 65,700 $ 65,700 $ 65,700

Shared Campus Expense $ 1,150,000 $ 1,150,000 $ 1,128,416

Professional Development $ 266,881 $ 187,251 $ 281,559

Grants and Scholarships $ 1,115,000 $ 1,320,000 $ 1,360,000

Equipment Lease and Rental $ 113,367 $ 64,300 $ 113,967

New Equipment $ 197,482 $ 342,482 $ 349,482

Professional Fees $ 254,018 $ 242,372 $ 247,187

All Other Expenses $ 2,384,446 $ 2,605,965 $ 2,556,927

Child Development Center $ 412,280 $ 447,691 $ 480,969

Corporate $ 132,461 $ 215,512 $ 215,185

Facilities $ 1,426,702 $ 1,414,470 $ 1,468,631

Contingency $ 50,000 $ 50,000 $ 50,000

Total Expenditures $ 18,880,660 $ 19,381,837 $ 19,888,590


COLLEGE PERSONNEL EMPLOYMENT CONTRACTS

R-2018-24

BE IT RESOLVED: by the Board of Trustees that contracted College personnel

are hereby awarded such employment agreements at the salary and dates

stipulated in accordance with the previously approved 2018-2019 budget under

Resolution 2018-23

BOARD OF TRUSTEES 2018 Policy Governance Training Schedule

NCState Meeting Date

Principle Discussion Discussion Leader PolGov Policy Review Discussion Leader

January 17, 2018 Rehearsal Scenario 4.8 L. Nelson 4.9

Executive Limitations M. Masters

February 28, 2018 Rehearsal Scenario 5.7 M. Smith 2.0, 2.1, 2.2

Governance Process E. Morando

March 28, 2018 Rehearsal Scenario 6.7 D. McElfresh 2.3, 2.4, 2.5

Governance Process P. Mowry

April 25, 2018 Rehearsal Scenario 3.15 S. Stone 2.6, 2.7, 2.8, 2.9

Governance Process L. Nelson

May 23, 2018 Rehearsal Scenario 4.9 R. Miller 3.0, 3.1, 3.2

Board-CEO Relationship M. Smith

July 11, 2018 Moved from June 27th

None Scheduled Planning Retreat None Scheduled Planning Retreat

August 22, 2018 Rehearsal Scenario 5.8 New Trustee 3.3, 3.4

Board-CEO Relationship D. McElfresh

September 26, 2018 Rehearsal Scenario 6.8 M. Masters 4.0, 4.1, 4.2

Board-CEO Relationship S. Stone

October 24, 2018 Rehearsal Scenario 3.16 E. Morando 4.3, 4.4, 4.5

Executive Limitations R. Miller

December 5, 2018 Rehearsal Scenario 5.9 P. Mowry 4.6, 4.7, 4.8

Executive Limitations New Trustee

NOTE: ENDS Policies 1.0, 1.1, 1.2, 1.3, & 1.4 will be reviewed throughout the year and discussed at the June BOT Planning Retreat.

3357:13-03-00 Global Board-CEO Delegation (Board-CEO Linkage)

The board’s sole official connection to the operational organization, its achievements, and conduct

will be through a Chief Executive Officer (CEO), titled President.

Effective: August 25, 2010

Expires: June 1, 2021

Review Dates: 8/25/10, 7/30/11, 7/21/12, 7/15/13, 6/25/14, 6/24/15, 6/22/16

3357:13-03-10 Unity of Control (Board-CEO Linkage)

Only officially passed motions of the board are binding on the CEO.

Accordingly:

3.11 Decisions or instructions of individual board members, officers, or committees are

not binding on the CEO except in rare instances when the board has specifically

authorized such exercise of authority.

3.12 In the case of board members or committees requesting information or assistance

without board authorization, the CEO can refuse such requests that require, in the CEO’s

opinion, a material amount of staff time, institutional funds or is disruptive.



Review Dates: 8/25/10, 7/30/11, 7/21/12, 7/15/13, 6/25/14, 6/24/15, 6/22/16

3357:13-03-20 Delegation to the CEO (Board-CEO Linkage)

The board will instruct the CEO through written policies which prescribe the organizational Ends to

be achieved, and describe organizational situations and actions to be avoided, allowing the CEO to

use any reasonable interpretation of these policies.

Accordingly:

3.21 The board will develop policies instructing the CEO to achieve specified results, for

specified recipients at a specified relationship between cost and results. These policies will

be developed systematically from the broadest, most general level to more defined levels,

and will be called Ends policies. All issues that are not Ends issues as defined above are

Means issues.

3.22 The board will develop policies that limit the latitude the CEO may exercise in

choosing the organizational means. These limiting policies will describe those practices,

activities, decisions and circumstances that would be unacceptable to the board, even if they

were to be effective. These policies will be developed systematically from the broadest,

most general level to more defined levels; they will be called Executive Limitations policies.

3.23 The board will never prescribe organizational means of the CEO.

a. Below the global level, a single limitation at any given level does not limit the scope

of any foregoing level.

b. Below the global level, the aggregate of limitations on a given level may embrace the

scope of the foregoing level, but only if justified by the CEO to the board’s satisfaction.

3.24 As long as the CEO uses any reasonable interpretation of the board’s Ends and

Executive Limitations policies, the CEO is authorized to establish all further policies, make

all decisions, take all actions, establish all practices and develop all activities. Such decisions

of the CEO shall have full force and authority as if decided by the board.

3.25 The board may change its Ends and Executive Limitations policies, thereby shifting the

boundary between board and CEO domains. By doing so, the board changes the latitude of

choice given to the CEO. But as long as any particular delegation is in place, the board will

respect and support the CEO’s choices.



Review Dates: 8/25/10, 7/30/11, 7/21/12, 7/15/13, 6/25/14, 6/24/15, 6/22/16

SEPARATION REPORT

Report for May 2018

Effective May 13, 2018

Renda Cline, Assistant Professor/Academic Coordinator for Clinical

Education, Physical Therapist Assistant Program

REASON: Non-renewal of contract

Effective May 13, 2018

Ryan Miller, Assistant Professor/Accounting

REASON: Non-renewal of contract

Effective June 1, 2018

Lindsey Saltz, PT Administrative Assistant, CDC

REASON: Full-time job

Effective June 1, 2018

Bethany Gardner, Teacher Assistant

REASON: Full-time job closer to home

OACC Annual Conference Thursday, June 7, 2018 & Friday, June 8, 2018

Hosted at Marion Technical College in the

Health Technologies Center & Palace Theatre May Pavilion

April 2018

Greetings!

We are pleased to invite you to the 2018 Ohio Association of Community Colleges Annual Conference on

Thursday, June 7, and Friday, June 8 hosted by Marion Technical College in Marion, Ohio!

Marion Technical College is elated to serve as the host college for this year’s conference. The college sits on a

beautiful 180-acre site just east of downtown Marion, Ohio. With a population of roughly 35,000, Marion is the

county seat of Marion County, one of three counties in the college’s service district which has a strong

agricultural, logistics, and industrial base. Marion is home to Whirlpool, Sika, Wyandot Snacks, Wilson

Bohannon, and many other industries.

While at Marion Tech for the conference, attendees will have an opportunity to take a campus tour and visit

different industry partners. Located in rural Ohio, Marion Technical College is part of central Ohio’s

flourishing economy, providing students with diverse career opportunities. The college is also proud to be a

partner with the Ohio History Connection to oversee operation of the Harding Home, which is undergoing

renovations to restore it to how it looked in 1920 when President Harding was elected, and the Harding

Memorial burial site. 2020 will be a banner year in Marion with the unveiling of the new Harding Presidential

Center, the 200th anniversary of Marion County, and the 50th anniversary of Marion Technical College.

The following information is enclosed to assist you in making your travel and lodging arrangements:

1. Schedule at a Glance (Agenda forthcoming soon)

2. Hotel information (reservation due accordingly by hotel)

3. RSVP link (please respond no later than Monday, May 21, 2018, by 6:00 p.m.)

We hope to see you this June in Marion!

OACC Annual Conference June 7-8, 2018

Hosted at Marion Technical College

2018 Conference Schedule at a Glance

Thursday, June 7, 2018 Time Activity

9 a.m. – 10 a.m. Registration

9 a.m. – 10 a.m. OACC Executive Committee Meeting

10 a.m. – 11 a.m. OACC Officer Group Meetings

10 a.m. – 11 a.m. Governing Board Meeting

11 a.m. – 12 p.m. Breakout Sessions

12 p.m. – 1 p.m. Opening Luncheon: OACC’s Year in Review

1 p.m. – 3 p.m. Breakout Sessions

3 p.m. – 5 p.m. Marion Business and Industry Partner Tours*

5 p.m. – 5:45 p.m. Hotel Check In

6 p.m. – 8 p.m. Reception and Dinner at the historic Marion Palace

Theatre’s May Pavilion* * Transportation will be provided.

Friday, June 8, 2018 8 a.m. – 9 a.m. Registration & Breakfast with Exhibitors

9 a.m. – 10 a.m. Student Success Keynote Featuring the Aspen Institute’s

Josh Wyner

10 a.m. – 12 p.m. Keynote Speakers and Presentations

12 p.m. – 2 p.m. OACC Excellence Awards Luncheon

2 p.m. Closing Remarks



Who should attend?

The OACC Annual Conference is open to Ohio’s community college Presidents, Trustees, Chief Academic

Officers, Chief Financial Officers, and Chief Student Affairs Officers.

Registration

Please use the link below to register all attendees. Registration this year has credit card options as well as

offline invoice payments. Invoices will be sent out after everyone has registered. Please submit offline invoice

payments by check no later than May 30, 2018.

Meeting Location and Accommodations

The 2018 Annual Conference will be held at Marion Technical College in the Health Technologies Center, at

1467 Mount Vernon Avenue, Marion, Ohio 43302, on Thursday, June 7, 2018. Lunch will be held in the

Guthery Hall / Maynard Hall on Campus. Breakout sessions will be held at the Marion Campus Library on

Campus. The reception and the dinner will be held at the Marion Palace Theatre and May Pavilion, at 276 W.

Center Street, Marion, Ohio 43302. On Friday, June 8, the conference will be held at the Marion Palace Theatre

and May Pavilion.

The OACC has reserved a block of rooms and the room rates have been secured from $89 to $105 per night for

June 6-8, 2018, at the following hotels by using the key word “Community College”:

Fairfield Inn Marion at (740) 389.6636 or click here (Reserve by May 23, 2018 *only 20 rooms available at

$89 per night)

Holiday Inn Express at (740) 389.4300 or click here (Reserve by June 1, 2018 *only 15 rooms available at

$104.99 per night)

Country Inn and Suites at (740) 386.5451 or click here (Reserve by May 6, 2018 *only 20 rooms available at

$105 per night)

Questions?

If you have any questions or concerns, please feel free to contact Francine Butler at 614.221.6222 Ext. 220 or

[email protected].



http://www.marriott.com/hotels/travel/cmhmo-fairfield-inn-marion/

https://www.ihg.com/holidayinnexpress/hotels/us/en/marion/mnnoh/hoteldetail

https://www.countryinns.com/marion-hotel-oh-43302/ohmarion

mailto:[email protected]

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2018

may 23, 2018€¦ · 1 north central state college board of trustee’s meeting wednesday, may 23,...

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