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Middlesex Community College by cuiliqing

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    Middlesex Community College
    Middlesex Community College (mcc) is a progressive and dynamic learning community, committed to providing
    educational programs and services that support personal growth and economic opportunity for its diverse student
    population. Dedicated to student success, the College provides excellence in teaching, personal attention, and
    extensive opportunities for exploration and growth.

    c o l l a b o r at i o n s                                             industry’s anticipated shortage of employees who perform

•   The vertical Math Teaming Initiative provides a vehicle for
    articulation and collaboration among Middlesex Community
                                                                           maintenance and construction on power lines and substations.
                                                                           Energy utility employers project an urgent, long-term need for
    College, the University of Massachusetts at Lowell, the                trained, multi-skilled energy technicians to replace an aging
    Lowell High School math department, and the Lowell middle              workforce. The colleges are working with National Grid to
    schools’ math departments. It creates a smoother transition            establish the programs at all three schools. MCC has received
    for incoming ninth graders, increases the number of students           $5,000 from National Grid to be used for scholarships
    entering higher level math classes in college, and ensures             for students enrolled in the new Energy Utility Technology
    consistent math content delivery. Teachers come together six           certificate program. Eighteen students registered for the
    times each year to coordinate math                                     first offering.
    instruction at all levels and better meet
    the needs of students from the middle           Program of d i s t i n c t i o n
    schools through college. One hundred
    thirty one ninth graders attended               Managed by Middlesex Community College, The Career Place is a one-stop career
    Step Up to High School Math, which              center in Woburn that is celebrating its tenth anniversary in 2007. Despite the
    consisted of a series of math refresher         fact that there are more than five times as many centers as there were when it
    exercises and activities that parents were
                                                    originated, The Career Place maintains a leadership position among Massachusetts
    encouraged to attend with their child;
    and six high school seniors attended
                                                    career centers. Helping local residents access jobs, acquire marketable skills, and
    Fast Track, which addressed basic math          advance their careers, The Career Place also works with companies to help solve their
    deficiencies and prepared them for the          workforce needs and maintain their competitive edge in the regional economy. The
    Computer Placement Test so that fewer           Career Place reached the following benchmarks for 2006-2007 and for the decade:
    students would place into developmental         served 75,000 job seekers in the ten-year history, 10,577 in fiscal 2007 alone; job
    courses.
                                                   seekers who found employment averaged $21 per hour, matching the highest in the
•   MCC and UML began the Lowell
    Connections program in 1998, focusing
                                                    state; pumped $42 million into the local economy in fiscal 2007; earned $100,000
                                                    annually to complement public dollars; is the only center in the state offering high-
    on preparing students who have applied
    to UML but have not yet met entrance
                                                    stakes testing; and job seekers who found employment earned $12 in wages for every
    requirements to successfully transfer           $1 of state funding received.
    and be effective in the University
    environment. Students take most of their classes at MCC             •  MCC is partnering with the Northeastern Massachusetts Law
                                                                           Enforcement Council, a consortium of 47 police departments
    and have the option of living in a University residence hall,
                                                                           and two County Sheriff’s Departments, to offer free computer
    participating in student activities and athletic programs and
                                                                           training to law enforcement personnel throughout the state.
    using library and technology resources at both campuses. In
                                                                           Through funding provided by the United States Department
    2006-07, MCC served the largest Connections class ever: 259
                                                                           of Justice, Office of Community Oriented Police Services
    students, 192 new and 67 returning, 66 students transferred
                                                                           (COPS), MCC has secured approximately $750,000 to create a
    to UML from the Connections program. MCC and UML are
                                                                           technology lab on its Lowell campus. To date, more than three
    partnering for intramural hockey, basketball, and soccer, and
                                                                           dozen different courses have been offered to law enforcement
    84 students participated in the 2006-2007 inaugural year.
                                                                           agencies. The training is split into three components—crime
    Additionally, MCC students, faculty and staff have been invited
                                                                           analysis, basic computer skills, and cyber crime. Police officers
    to join the UML Recreation Center. In total, 605 MCC students
                                                                           and support personnel have received training in basic skills
    transferred to UML in 2006-2007, more than transferred to any
                                                                           such as Word, Excel, Access, PowerPoint and the Internet and
    other college or University.
                                                                           specialized training in crime mapping, Internet predators,
•   MCC, in collaboration with Quinsigamond Community College
    and North Shore Community College, received a $1.9 million
                                                                           investigations involving MySpace, and facial recognition
                                                                           programs. More than 400 officers from more 30 different
    grant from the U.S. Department of Labor to develop new                 agencies have attended the trainings, which began in 2006 and
    certificate and associate degree programs in Energy Utility            will continue for several years.
    Technology (EUT). The programs will help meet the utility
82    Middlesex Community College                                                      20 07 P E R F O R M A N C E M E A S U R E M E N T R E P O R T




     i . ac c e s s t o p u b l i c h i g h e r e d u c at i o n i n m a s s ac h u s e t t s


      access Indicators*
      FA L L E N R O L L M E N T
                                                                       Fall and
                                                                       13000        Annual Headcount Enrollment
      Fall 2006 Headcount:                         8,109
                                                                       12000
      Fall 2006 FTE:                               4,876
                                                                       11000
        Results: Over the last three years, fall headcount             10000
        enrollment and fall FTE enrollment have remained                9000
        relatively stable.
                                                                        8000
                                                                        7000
      ANNUAL ENROLL MEN T
                                                                        6000
      FY2007 Headcount:                          11,484
                                                                        5000
      FY2007 FTE:                                  5,049
                                                                        4000
        Results: Over the last three years, annual headcount
                                                                        3000
        enrollment has remained relatively stable, and annual FTE
                                                                        2000
        enrollment has increased 2.4%.
                                                                        1000
      MINORIT Y ENROLLMEN T                                                 0
                                                                                    2002-03     2003-04      2004-05      2005-06       2006-07
      Minority Enrollment Percentage
      in Fall 2006:                                 26.3 %                                                 Fall      Annual
        Results: Greater than institution’s primary draw region’s
        minority representation of 17.3%.




     ii : affordabilit y of ma ssachuse t t s communit y colleges

      affordability Indicators*
      % O F M E D I A N FA M I L Y I N C O M E                         Tuition and Fees as a Percent of Median Income
      Tuition and fees as a percent of
      median family income in FY2007:                 5.0 %                                   FY2003    FY2004     FY2005     FY2006     FY2007

        Results:                                                         Tuition and fees     $3,020    $3,380     $3,650      $3,650     $3,740
        Comparable to the Northeast regional average of 4.9%.               State median
                                                                           family income
                                                                                  (SMFI) $66,922 $67,527 $68,701              $71,655    $74,463
                                                                         Tuition and fees
                                                                           as % of SMFI        4.5%       5.0%       5.3%        5.1%       5.0%
                                                                           Segment avg.
                                                                         tuition and fees
                                                                           as % of SMFI        4.2%       4.8%       4.9%        4.9%       4.7%
                                                                          Northeast avg.
                                                                         tuition and fees
                                                                           as % of SMFI                              4.8%        4.8%       4.9%




     * See Technical Guide (pages 109–110) for indicator methodology and details.
Individual Community College Reports                                                                                    Middlesex Community College   83




iii : s t uden t succe ss and ac ademic Quali t y


 success and Quality Indicators*
 FA L L C O H O R T
                                                                   First-Year Persistence Rate (Fall-to-Fall)
                                                                    80%
 F I R S T-Y E A R P E R S I S T E N C E
 Retained at original institution:             55.3%                70%

 Continuing at any institution:                67.1%                60%

                                                                    50%
   Results: Persistence at original institution has remained
   relatively stable over the last three years and is comparable    40%
   to the segmental average of 55.3%.
                                                                    30%

 FA L L-T O - S P R I N G R E T E N T I O N                         20%

 2006–2007 Fall-to-Spring                                           10%
 Retention Rate:                                 89.5 %              0%
                                                                               College   Segment        College   Segment       College   Segment
   Results: Fall-to-spring retention has declined 2.2% over the                    FALL 2003                FALL 2004               FALL 2005
   last three years.
                                                                                         Percent Retained at Original
 CO U R SE COMPL E T IO N                                                                Percent Continuing at Any Postsecondary Institution

 FY2007 Credit Course
 Completion Rate:                              74.1%               Degrees Conferred
                                                                    1200
                                                                     1100                                                                                  Tota
   Results: Comparable to the Board of Higher Education’s
                                                                     1000
   target rate of 75%.
                                                                      900
                                                                      800
 DEG R EE S CO N F ER R ED
                                                                      700
 Total Degrees Conferred in FY2007:               962                 600

   Results: Average degrees conferred per year over the last          500

   three years: 990.                                                  400
                                                                      300
 N U R S I N G E x A M PA S S R AT E                                  200
                                                                      100
 2006 Pass Rate for First-Time
                                                                          0
 Test-Takers on the National                                                   FY 2003         FY 2004       FY 2005        FY 2006       FY 2007
 Nursing Licensure Examination:                  82.8 %

   Results: Below the Board of Higher Education’s target pass      Nursing Exam Pass Rate (Associate’s Level)
   rate of 85%.                                                    100%
                                                                    95%
 WORK FORCE DE v ELOPMEN T                                          90%

 FY2007 Annual Enrollment in                                        85%
                                                                    80%
 Workforce Development Courses:               18,944
                                                                    75%
   Results: Average annual enrollment in workforce                  70%
   development courses per year over the last three years:          65%
   18,168.                                                          60%
                                                                    55%
                                                                    50%
                                                                                2002            2003          2004           2005          2006
                                                                               (N=42)          (N=37)        (N=53)         (N=47)        (N=64)

                                                                                               Middlesex                State        Target




* See Technical Guide (pages 109–110) for indicator methodology and details.
84    Middlesex Community College                                                         20 07 P E R F O R M A N C E M E A S U R E M E N T R E P O R T




     iV: effectiVe and efficient use of resources


      efficiency and innovation*                                                                     compliance*
      E F F E C T I v E P R O J E C T S A N D I N I T I AT I v E S                                   ANNUAL INDEPENDEN T AUDI T
      Implemented Banner Financial system to maximize efficiency of financial                        No material weaknesses based on
      transactions, and hosted a system-wide Banner-user conference.                                 annual external independent audit:
      Redesigned campus portal to enhance student services. This program is a                        2007
      partnership with CAMPUS EAI (a consulting organization that provides IT                        2006
      services aimed at improving e-business solutions), and is funded with a
      5-year, $1,033,000 grant.                                                                      2005

      Signed the Climate Commitment to reduce the campus’ carbon footprint                           2004
      and overall energy consumption.                                                                2003
      Updated the College’s Energy Management System, replaced lamps, and
      updated equipment, resulting in an overall utility cost reduction of 8%
      annually.
      Raised $1,073,735 through private fundraising, an increase of $397,392
      from FY06.

      resource allocation*
      E x P E N D I T U R E S P E R S T U D E N T— A C T U A L , B U D G E T F O R M U L A & N AT I O N A L P E E R S

                 $5000
                                                                                                                              FY06 Actual

                 $4000                                                                                                        National Peers
                                                                                                                              National Peers
                                                                                                                              FY06 Actual
                                                                                                                              Budget Formula
                 $3000

                 $2000

                 $1000

                     $0
                           Instruction    Academics       Student Institutional Support    Plant    Total Expenditures
                                                      Student Services Institutional Plant Operations      Total
                                                          Services       Support        Operations    Expenditures



        The college continued its success in securing significant grant and contract funding in FY06, which enabled the college to expend an
        additional $2.2M in Instruction and Student Support over and above peer averages.

      financial health Indicator*
      P R I M A R Y R E S E R v E R AT I O
                                                                                Unrestricted
                                                                                 Reserves
                                                                                  $2.4M
                              Unrestricted Reserves
                                  $2,388,077
                                                               = 4%
                           Total Operating Expenses                                               Advisable              Operating
                                 $59,283,754                                                      Reserves                Expense
                                                                                                   $23.7M                 $59.3M




     * See Technical Guide (pages 109–110) for indicator methodology and details.

								
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