Goal 3 Breakout

Wed, 06/05/2013 - 11:44 -- sewm02

Goal 3 Breakout

Return to Stakeholders Conference

Goal 3 Breakout Questions from Strategic Planning Stakeholders Conference

1. Does Fairmont State want to expand community education outside the Fairmont/Marion County area? If so, how important is it to do so? At what expense? What is the value of expanding it? Is it important enough to devote the necessary resources to the venture? Can we do this outside of the model being used now?

2. How will or should we prioritize community education for the remainder of the strategic plan? Currently, the director is paid from Gear-Up, from the university side, and the director and Community Education reside in the Pierpont Community & Technical College. How important is the continued funding of this position? Any suggestions on how to fund it after the end of the Gear-Up grant?

3. To date, there have not been any tools available from the institutional administrative system, Banner, that allow community education personnel to pull the data essential for analysis of statistical information on the growth of the community education program during the first two years of the strategic plan. This means that the program personnel lack the data to analyze the strengths and weaknesses of the community education program. The lack of sufficient IT personnel and the low priority of community education on the list of programming needs has left this goal without any way to meet the Success Indicator task for year two: “Track community education inquiries. Compare year two data to year one baseline data. Determine the strengths and weaknesses of program. Revise efforts as necessary.” How can or should these issues be resolved?

4. How can we incorporate all the things that the school (institution) does (that are typically identified as "extension" at other institutions) and achieve better economies of scale for communication, marketing, ticketing, coordinating, etc., without violating the various departments' stake in these activities that arise through separate departmental goals and interests? How can we provide true "value-added" services through Community Education that will better bring these various activities to the community at large?

 

Table 1


Question 1

Question 2

Question 3

General Comments

Materials on the web ... are the right people receiving it?

Priority if for people from wider region -- do we concentrate on Marion County and get that right before trying to fund a wider region of interest.

Concentrate locally first ... marketing, funding, etc. ... don't expand out until it is proven that what is being done locally is successful.

Too early in the process to measure success locally ... not enough funding in the marketing area.

Need to survey or assess the area to determine needs/requirements/wants in this area of education.

Survey outlying towns ... if we do it well "here" ... that will be the motivating feature to expand.

Is this a money-making venture or a community service / break-even?

Do you need 250 programs if a smaller number could be better done/organized/needed?

Is it 250 individual topics/classes???

Find a niche and do it well ... rather than being everything to everybody and not doing anything well ...

Need to better integrate off-campus /on-campus functions ... connectivity ... lack of information to off-campus

 

Table 2


Question 1

Need to expand what we’re doing in the immediate 3 county area (Lewis, Harrison, Marion).

Question 2

Try to make the program more self-sufficient.

Question 3

Hopefully this will come about with the new assessment software that is being purchased. The online registration might help with this as well.

Question 4

A marketing director might help with this. Connections that may be made between the university and local businesses will help coordinate these efforts. Deliver more through distance ed technology will help this initiative.

General Comments

IT project for online registration needs to be raised in priority level to help move this action step along.

 

Table 3


Question 1

Define “value” first. Yes we need to expand since we are in multiple counties, we need to offer classes there – survey those areas to find local resources to teach the classes – work out of the off campus sites (Braxton, Caperton, Lewis) for registration/class information.

Question 2

Position is a necessity, CE is required for accreditation of the C&TC. Need to phase out GU funds because the program is no longer just serving GEAR UP.

Question 3

Need to identify the tool that will address the needs not only for CE but other areas on campus also such as the Education Dept.

Question 4

????????????????????????????

General Comments

 

Table 4


Question 1

Question 2

VERY Important!!!

Question 3

Question 4

General Comments

Think mailings are important. Need more specific marketing plan. Catalog nice, but expensive. Maybe do postcards..less expensive. Marketing director essential. Continue to work entire campus community into community education…maybe need to broaden definition of community education—add professional development….add “extension” type courses..post-bachelor’s certificates? Need to advertise. Need to ratchet up community education on the academic side—learning AutoCad, etc., saleable skills…professional continuing education..

 

Table 5


Question 1

Question 2

Question 3

General Comments

Combine marketing director for goals 2 and 3 and explore the possibility of this person serving the needs of both. This is considered a high priority by our group. We would like to have the speakers bureau as a higher priority and would like to have an increased level of funding. Also, attempt to utilize local and regional business men and women as speakers. Target programs such as the Aviation program that are little known quality programs. Target alumni as well for speakers. Identify additional community resources to help in this process. Explore the possibilities of inviting the local schools to come to campus as well as alumni. Target community organizations such as the county commission, chambers of commerce, school boards. Explore opportunities to provide community with donations such as food, equipment, books, and human resources..

 

Table 6


Question 1

Has any research been done to show that this would be a cost-effective thing to do? There has to be a cost-benefit analysis. If we are not going to have enough population to support these activities, there is no reason to do so. Expansion has to be revenue neutral or profit generating. We don’t want to overlap what D&E is doing in our area. Where do we want our name to be out there—in Randolph County or in Braxton County? We need to change the model; for example, Tamarak and Mountain Made offer one-day classes. A hands-on seminar model used by arts and crafts. Partner with Mountain Made or other successful organizations. We might be able to support them. We should look for organizations that have platforms, constituent groups, etc. Any time we can tap into someone else’s network, we are being efficient and productive. These partnerships could be private, public, and interstate. Use the Gear-up contact as a community education contact for community education.

Question 2

The question is difficult to answer if there is no tracking information about participants in community ed who have become full-time students and if there is no financial data about the program. Community education is important. The goal is to move toward a sustainable business model, though it is unfair to say, pay for yourself in year one. Is there a way we can partner with state workforce development; they need information about community education statewide. The WV Development Office does some research. Workforce has millions of dollars given to them to do research in areas in which we need to do education. How can we use stuff that is already being paid for?

Question 3

The spirit of the action step is being missed here. The data asked for was keeping track of what was successful and what was not. The data could be kept as a simple tally on an Excel spreadsheet; it does not have to become an IT task. Example, when teaching a course, non-credit students show up in Banner on the Enrollment Center. This is one way of tracking these students.

Questions 4

General Comments

 

Table 7


Question 1

Yes, it will help draw people in and make them more familiar with Fairmont State, but do we have the funding to do so? Nothing going on at Caperton in the evenings—could use those facilities. Surveys could help but how informative are they really?

Question 2

Gear-Up program excellent. Not well-versed in community education. Is the director involved with Gear-Up activities; if not should separate Gear-Up and Community Ed. Should maybe use Gear-Up funding only for Gear-Up events and personnel. Need to promote Gear-Up and Community Education more because most everyone at the table didn’t know much or anything about either. Discussed grant funding—how to apply, the great amount of lead time that is needed, huge amount of paperwork and hard work involved.

Question 3

Can someone use Access, Excel, or similar database to keep track of the students? Doesn’t seem like it’s a complicated process. Just keep a manual list. Can you use an evaluation form at the end of the course similar to IDEA form to gather additional info? It must be more complicated than what we’re reading because it seems like a simple data entry procedure.

Question 4

What’s wrong with being an “extension”?

General Comments

 

Table 8


Question 1

Question 2

Question 3

Question 4

General Comments

Agree with the Audit Committee that data has not been provided to establish the year 3 timeline.

 

Table 9


Question 1

Question 2

Question 3

Question 4

General Comments

Very measurable action steps. How can they be expanded and do they have the resources to expand outside the Marion county area. Consider putting the schedules out with less costly manner, example newsprint, fliers, etc.

Expand mailing outside the 26554 zip code or possibly partner with existing community education programs. These are all possibilities for Action Step 2 – Think “outside the box”

Resources are needed to meet the minimum percentage of our target region with community education.

 

Table 10


Question 1

Question 2

Question 3

Question 4

General Comments

  • Possible offer scholarships for classes. There is a huge lack of community participation.
  • Suggestion that for every 5 or 10 classes registered for in Community Education – the customer gets credit toward one free CE class (membership concept).
  • Bringing in the city/county for welcoming people and students, this might attract more attention to services being offered.
  • Contact local realtors for “How to buy a house” class
  • Market to HR directors in local companies
  • Email marketing to existing customers
  • Local culture has no “Welcome to Fairmont” effort – can we do this?
  • Fairmont city itself does not have website – can we help/coordinate to achieve this?
  • Need to have some discount/free use of FSU facilities
  • Companies have a Community Education day – like the United Way day
  • If campus acted more as a community, it would work better within the larger community
  • Exterior stakeholder at table received a parking ticket for CE classes – perceived as bad public relations
  • Parking garage – take real dollars and avoid some problems this way
  • Community coming onto campus – need directions/where to park. Signage for public entry to campus still perceived as very poor.
  • New residents – trouble finding ‘treasures’ in area
  • All dollar requests for Goals 2 & 3 are Communications/Marketing related
  • People don’t ever learn all the programs that the college offers in outlying counties – not enough information / promotion of off-campus programs
  • Group agrees with funding requests
  • Need institutional coordination of and better identification of placement options
  • Approach established companies to establish better identification of placement options
  • Promote service courses through appropriate markets (for example How to buy a house advertised through local realtors.)
  • Campus needs to act more as a community.
  • Information Technology and clearing is a key to success for most of these break out sessions.
  • For funding on Goal 2 and 3, Marketing and IT/Communications are key factors in success of these goals. Funding MUST be made available to further these line items.
  • No time was left to discuss revising timelines

 

Table 11


Question 1

It’s not necessarily a priority for the institution, but it is working. There are some good outcomes from community people coming for cooking and swimming classes, but it shouldn’t be a priority—in remote locations or locally. Money should not necessarily be spent on “extras.” Also, have we kept track of how many of the folks are the audience we intended to get (introduce them to college and get them interested in attending) or are they folks who are taking classes that would normally be offered through a Community Center in a bigger area. In the grand scheme of things, should community Ed really be a priority? Assessing stuff doesn’t have to be done through a separate position on payroll; some information can be easily gathered through questions on the phone put in to a spreadsheet. They already have a lot of staff on payroll who can do such tasks, and Workforce Dev. Is already targeted for increased funding from the legislature.

Question 2

See above. Also, community ed. is one of five national aims of all community education programs, and that will be for the new Board to decide how they want to pursue that.

Question 3

You can collect information in ways that don’t use BANNER. There aren’t so many students enrolled in courses that information can’t be collected in more traditional formats and reported on, using a spreadsheet. We need BANNER resources more for the students who are currently enrolled in our academic programs. We need to increase enrollments of our full-time students primarily. But on the other hand, Fairmont State and the community need to get closer together. Offering such classes can make that happen. You don’t need BANNER to determine which classes were attended most often, who came to more than one event, etc. IT cannot make this a priority. Community Ed is an “add on,” not a primary piece of the pie. Could the Institutional Research office help? Everyone is short-staffed; community ed. should not be the office to get additional staff when some academic departments have up to 600+ advisees.

Question 4

Look at ownership, are the depts. Trying to hold onto it, does it need to go to community Ed instead. May need to give up ownership to the appropriate area. Is it necessary to do so? See above regarding value-added services. Need to analyze cost-effectiveness of the services and timeliness.

General Comments

 

Table 12


Question 1

A more sophisticated needs assessment needs to be completed to determine the needs and receptiveness of the service areas. Perhaps some continuing education can be routed through this office to generate some funding.

Question 2

Since all salaries are paid via the Gear-Up money, what are the on-going plans for continuing this? In addition, since the Gear-Up dollars are really being used in this area, that is not really Gear-Up related, perhaps there may be something that we are currently doing that is more appropriate for the Gear-Up dollars and that would free up funds for these efforts.

Question 3

Perhaps use graduate students or student projects to help with this area… this is a tough call.

Question 4

The needs assessment will help with this area and the baseline of activities; however, this is a very involved question.

General Comments

 

Table 13


Question 1

Yes, it is important since we serve those areas—expands our exposure helps with recruiting

Question 2

Question 3

Question 4

General Comments

Identify an agency in each county that could serve as a clearinghouse for comm.. ed. We agree with the requests of the Goal 3 committee for funding marketing, etc. Videoconferencing at off-campus locations to present comm. ed Use public libraries for publicity

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