Work Group # 1 Finance and Development

1. Work Group # 1Finance and Development

2. Work Group 1 charge Analytic Tools Cost benefit Analysis Appropriate Expense Allocation Sources of Funds Uses of Funds • Improve fund raising • Identify non-tuition sources of revenue • Position Vaughn for capital campaign • Fund operations • Provide Financial Aid • Support initiatives • Grow Endowment Appropriate Technology • Assist in Financial Planning • Improve allocation of space • Support academic needs • Enhance student experience Other key issues • Methods to determine optimal enrollment • Employ and Retain most qualified Faculty • Determine value added provided by Vaughn to first generation college students Finance and Development - WG 1

3. Preliminary recommendation 1 • Evaluate optimal size for Vaughn • Upper limit defined by: • Goal to remain small/personal institution • Objective to retain low student/faculty ratio • Space limitations • We estimate upper limit at less than 2200 • Lower limit defined by: • Maximum number of students in the past – 1758 in 2012 • Note that the separate ATI facility didn’t exist • Upper end of range more efficient in use of faculty and classrooms • Larger, but still small classes • Currently number of classrooms is limited, but most have excess capacity • Potential for more student involvement, larger clubs • Potential for more course offerings Finance and Development - WG 1

4. Preliminary recommendation 2 • Address space issue – classroom, student lounge/activities and residence hall • Get classroom allocation software • Evaluate use of off peak times (weekends, nights) • Avoid overlapping schedules (classes 2PM-3:30PM and 3PM-6PM) • Better use of online and hybrid courses/technology • Understand the impact of converting classrooms to single use or to offices • Evaluate shared space with other academic and affiliated institutions • Repurpose current cafeteria space • Address potential capacity issues at Heritage Flight Academy Finance and Development - WG 1

5. Preliminary recommendation 3 • Develop and improve consistent application of processes/procedures • Utilize structured process to make large (tech) purchases – develop specs, assemble RFP, assess proposals, check references, determine availability of appropriate product at reasonable price, select and purchase • Develop procedures for better technology utilization • Develop process for review of equipment obsolescence, removal or replacement Finance and Development - WG 1

6. Preliminary recommendation 4 • strengthen and develop corporate and organizational partnerships • Cultivate broader relationships with current supporters: Jet Blue, Port Authority, Gateway Partners, Delta Air lines, Thales, etc. • Build new relationships with industries we serve: airline, airport, logistics and engineering businesses • Work with airlines on pilot and technician training • Grow and cultivate external support entities such as President’s Advisory Council, departmental Academic Advisory Councils • Co-venture with other academic institutions Finance and Development - WG 1

7. Preliminary recommendation 5 • Address potential for new/expanded sources of revenue • Establish a formal volunteer group comprised of internals and alumni that can strengthen student recruitment efforts through increased site visits, visibility and relationships with secondary educational institutions and community organizations in the tri-state area • Faculty driven funding initiatives – faculty and staff industry connections • Board of trustees positioned for increased engagement of donor prospects to result in possible funding/gifts • Untapped potential for research funding grants – NSF, DOT, DOD, etc. • Encourage lifelong alumni support through expanded career services and continuing education • Prepare for a comprehensive campaign in conjunction with 90th anniversary (2022) Finance and Development - WG 1

8. Preliminary recommendation 6 • Address societal wish to increase STEM career opportunities for minorities and women • Develop scholarships and grants to increase opportunities • Evaluate what other institutions are doing to address this • Identify best practices • Determine what Vaughn should do • More structured outreach to K-12 institutions Finance and Development - WG 1

9. Preliminary recommendation 7 • Address low adjunct pay • Evaluate adjunct pay at similar institutions in the New York metro area • Allow for different pay for different skills based on: • Degree • Experience • Field Finance and Development - WG 1

10. Preliminary recommendation 8 • Continue/expand use of predictive analytics in enrollment, admissions, promotional decisions • Better target institutional scholarship funds • Ongoing assessment of advertising success rates and expenditures • Develop profile of successful students – identify applicant success traits for persistence Finance and Development - WG 1

11. Any Questions Finance and Development - WG 1

12. Appendices • Appendix 1 – work group members, titles and email addresses • Appendix 2 – SWOT analysis Finance and Development - WG 1

13. Appendix 1 Work Group Members Finance and Development - WG 1

14. Work Group Member Emails Finance and Development - WG 1

15. Appendix 2 – SWOT Analysisstrengths/weaknesses Finance and Development - WG 1

16. opportunities/threats Finance and Development - WG 1

17. Strategic Planning Process: Phase 2 Working Group 2: Strategic Recommendations for Technology and Facilities Support of Institutional Objectives Board of Trustees Meeting Preliminary Report February 6, 2019

18. Key Element: How can the College adapt technology to advance most effectively teaching, learning, customer service and space utilization? Recommendations: • Develop online registration, billing, and financial aid applications. • Develop Virtual labs • Explore options to provide affordable laptops to student body. Allowing for some existing computer labs to converted in to multi functional spaces. • Utilize scheduling software for classes, events, and testing. Technology and Facilities - WG 2

19. Key Element: How can the College change its physical infrastructure in consort with technological advances to increase enrollment capacity and meet the needs of our student, faculty, and administrative population? Recommendations: • Renovate existing cellar space after current cafeteria services are relocated. • Fit out the remaining storage space in the ATI facility and/or add additional floors. • Build on to East Building structure. • Explore adding 2 floors to the Residence Hall building. • *Feasibility of Renovations to be determined as recommendations develop. Technology and Facilities - WG 2

20. Key Element: How can the College maintain a campus environment that is safe and comfortable for all members of the community as an urban residential, 24/7 campus? Recommendations: • Establish a campus wide safety plan • Develop written safety policies and standard operating procedures for specialized training and equipment operation. • Enlist an Environmental, Health and Safety Coordinator to ensure best practices are implemented and adhered to. Technology and Facilities - WG 2

21. Key Element: How can the College continue to develop physical spaces that will encourage students and other members of the community to become engaged and connected to a vibrant campus environment? Recommendations: • Partner with additional flight training facilities to better meet the needs of students. • Redesign existing labs and classrooms to allow multiple use. • Relocate non-student support services to an off-campus location. • Recruit NYC Department of transportation to assist in regulating parking along Ditmars and neighboring streets. • Modify existing record retention policy and procedures to incorporate an offsite storage facility. Technology and Facilities - WG 2

22. SWOT Analysis Summary Strengths • Technology Base • Research Capabilities • Industry Alignment • “Glamor” Industry • International Experience Opportunities • Offerings to Related Industries • International Expansion • Improved Recruitment and Retention Threats • Tech-Advanced Institutions • Rising Costs • Downward Pressure on Tuition Costs • Student Demands for Program Flexibility • Government Regulation Weaknesses • Space Constraints • High cost of real estate • Non-contiguous campus • No Standard Procurement Process • Paper-Intensive Processes Technology and Facilities - WG 2

23. Digital Platform to Support Workflow and Information Storage Annual Costs vs. Benefits Paper: $11,000 Hard-Copy Forms: $1,500 Storage Space: $????? Excess Administrative Time: $????? Impact on Customer Service: $????? Digital Platform: $40,000 “Move to a digital platform for document creation, processing and storage where possible” https://www.g2crowd.com/products/flowforma-process-automation/reviews Technology and Facilities - WG 2

24. Course Scheduling Software • First step to space optimization • Maximizes utilization of currently available space • Forces reimagining of course delivery options “Investigate Course Scheduling Software” https://infosilem.com/ https://www.aais.com/ https://www.emssoftware.com/solutions/for-campus-academic-and-event-management https://www.digarc.com/solutions/scheduling/ https://corp.collegenet.com/products/scheduling/schedule25.html Technology and Facilities - WG 2

25. Schedule Courses on Weekends • Student Demand? • Students in dorms • Students with short commute • New Markets • Students with time only on weekends • Remedial courses • Vocational courses • Instructor Supply? • Adjuncts preferring weekend classes “Investigate the Impact of Scheduling Courses Friday through Sunday” Technology and Facilities - WG 2

26. Multi-Function Space “Continue to Create Multi-Function Space Throughout the Campuses” Tradeoff: Cost of Separate Space vs. Cost to Enable Multi-Function https://educationaldealermagazine.com/multiuse-spaces-earn-high-marks-in-schools/ Technology and Facilities - WG 2

27. Risk Management “Develop an Integrated Risk Assessment and Management Plan Across the Entire Campus” • Areas of Concern • Chemical compliance • Lab safety • Insurance • Safety Data Sheets • Right to Know Technology and Facilities - WG 2

28. جزاكم الله خيراً धन्यवाद्धन्यवाद् Dziękuję Děkuji 谢谢 Working Group 2: Technology and Facilities Technology and Facilities - WG 2

29. Strategic Planning 2018/2019SWOT & Preliminary Recommendations Academic Programs-WG3

30. Academic Programs Charges-WG3Determine the best mix of new and existing academic programs.Determine the most effective delivery systems, particularly technological.Determine the methods of assessment.Determine the required curriculum development and instructor training should be employed. Academic Programs-WG3

31. Work Group 3 Members • Ida Chan, Associate Bursar/VA Certifying Officer • Manny DeJesus, Engineering & Tech. • Amir Elzawawy, Engineering & Tech. (WG Chair) • Natalie Lamarche, Senior Associate Registrar • Paul LaVergne, VP of Academics • Maxine Lubner, Management Chair • Fred Parham, ATI • Frank Wang, Student Services Academic Programs-WG3 31

32. SWOT • Strengths • Great value (Upward mobility NYT, Ranked # 8 in regional colleges in the north and 11th Best Value Schools by US NEWS), (Low students to faculty ratio, PhD level professors) • highly diverse students population(Hispanic Serving Institution) • Vaughn focuses on a unique technical area (Engineering, Mechatronics, Aviation Maintenance, Air Traffic, Manufacturing) (High Job placement rate, Strong students engagement profile Robotics, UAV, WIA, MRO) • Small College with highly energetic Staff (Being a small with a highly technical expertise allows us to pivot quickly to develop and offer new high demand technical programs - manufacturing - robotics - UAS - Cyber security) • Ranked #3 in Best Colleges for Veterans by US News • New York City Location with great proximity to LaGuardia airport. Attractive to International Students (China and Saudi students) Academic Programs-WG3

33. SWOT • Weaknesses • Not all Entering Students are Prepared for College. That requires allocating some resources and affects retention rate • Vaughn only offers one Master’s Degree. • Low utilization of technology that can increase productivity. • Technical education is associated with high expenses to stay up-to-date with advances in the industries we serve. • Serving veterans/international students require developing additional services. • A&P curriculum is overloaded by outdated FAA requirements. Academic Programs-WG3

34. SWOT • Opportunities • Increased interest in certificates and micro-credentials. • Increased Interest in CBE (Competency Based Education) model. • Veterans enrollment is projected to increase. • Growth for aviation in other countries. • Fast changing technologies in aviation. (Machine Learning, AI, Deep Learning, big data, and Blockchain technologies) • Demand for post baccalaureate degrees in engineering. (Master’s degrees in engineering such as engineering management, mechatronics and 4+1) • Women are still underrepresented in STEM fields. Academic Programs-WG3

35. SWOT • Threats • Online offerings/new business models in education. (MOOC’s platforms, SNHU) • Uncertainty with China/International collaboration programs. • Some engineering and aviation programs are already offered in other nearby institutions. • NY State free tuitions for college level. • FAA requirements and hiring practices that slow progress for ATC and flight students to achieve careers via degrees. Academic Programs-WG3

36. Recommendation #1 • Establish capabilities and name recognition as institution that offers Master’s degrees. The data shows that there is a strong interest on education beyond BSc. Degree. Market research done by Maguire research indicated that there is a potential of a strong need for Masters of Science in Engineering Management, while MBA in Aviation Management is a unique degree that might attract professional in this field. Academic Programs-WG3

37. Recommendation #2 • Continue developing and offering certificates and micro-credentials. It’s a new trend in education that many students are looking for specific skills. These skills are seen, in some cases, to be enough to start a career. It’s important that many programs that we offer to be designed to include some of the in demand skills. Academic Programs-WG3

38. Recommendation #3 • Develop the capabilities to introduce more online courses, some of which follows CBE model. This will require utilizing the new LMS/delivery system, train faculty and provide the IT support that keep the system as flawless as it can be. Academic Programs-WG3

39. Recommendation #4 • Formulate a new plan involving accelerated learning program (ALP). To help incoming students in need of developmental education, in addition to utilize the data (Maguire research) to attract better prepared students. Academic Programs-WG3

40. Recommendation #5 • Systematically identifying the additional services that are needed to better serve veterans and international students. This requires that we understand their needs and may include tailoring some degree offerings, student services (i.e. food), and developmental course. Academic Programs-WG3

41. Recommendation #6 • Increase the use data analytics to improve retention and graduation rates. Strengthen our data driven decision making process. Academic Programs-WG3

42. Strategic Planning2nd Open Campus Meeting Presentation to Board of Trustees Customer Service WG # 4 February 14, 2019

43. John Bifone, Associate Director of Public Affairs • Christine Chan, Director of Information Technology • Rodney Dash, Professor, Associate Professor, Art and Science • Kathy Deaner, Interim Vice President Student Affairs • Marlyn Goya, Assistant Professor, Art and Science • Phil Meade, Assistant Vice President, Career Services • Sarah Tsang, Assistant Director of Student Activities and Engagement • Beatriz Novoa-Cruz, Associate Vice President of Enrollment, Chair Customer Service - WG 4

44. The detailed charge to the planning Work Group on Customer Service is to determine how we can improve service to our students, in particular, encouraging their engagement and retention, and also to increase faculty, staff, alumni and other stakeholder participation and engagement in creating a Vaughn that is even more effective and distinctive in the future. All colleges are experiencing perilous challenges today and will for the foreseeable future. The college that adapts technology to advance most effectively teaching, learning, customer service and space utilization will gain a distinctive advantage among its peers; the college that doesn’t will risk mediocrity and decline. You are also charged with developing a serious, imaginative and penetrating analysis of the adaptation of technology as it relates to Customer Service. Customer Service - WG 4

45. How can we enhance our student, campus life, and recreational programs and activities to improve the overall student experience and create a campus environment that is more inviting for our students? • How can we offer student activities, athletics and clubs that are more competitive with peer colleges? Can we focus more attention on academic and training oriented competitions to create Vaughn’s version of intercollegiate rivalries that engage our students in campus life and create an esprit de corps? • What support services and programs should the College develop or enhance to address the needs of our diverse and growing student population? How can we create a campus environment that encourages greater gender diversity? • How can the College improve services to faculty and staff that improve their effectiveness and responsiveness in serving each other and our students? • How can we promote an ethos of continuous improvement and effective assessment of all aspects of our institution? • What are the existing technological resources and systems, those in development and those we might work to develop that will advance most effectively customer service at Vaughn and develop our reputation as the most innovative and savvy college? • What is the most appropriate way to utilize and organize our existing physical space and facilities to deliver services to our campus community if we rely heavily on technology systems across the campus, including teaching and learning? • What are the existing technological resources and systems, those in development and those we might work to develop that will advance most effectively faculty and staff development and training to improve customer service? Customer Service - WG 4

46. Strengths • College mission, vision, and core values • Diverse population • Low student to faculty ratio • Small class size • Location (could also be a weakness) • Specialized Programs • Accreditations – Numerous specialized and important for the industry • Approachable senior faculty and senior staff • Caring environment • Personalize advisement • Good collaboration among departments • Industry Connections • One of the highest job placement in academia Customer Service - WG 4

47. Weakness • Communication across campus • Space constraints – no student, faculty, or employee areas • Integration between information systems • Under-prepared students (specifically in math and English) • High commuter population, causes low participation in students’ activities • Gender ratio • Not enough school spirit • Ratio of adjunct to full time teachers increasing – quality of education can suffer • Lack of Health and Wellness Center • Need to develop Alumni connection • Resistance to new technology • Lack of course offerings during non traditional hours Customer Service - WG 4

48. Opportunities • Employees eager to create service focus culture • Customer service trainings - cross trainings • Consider utilizing a customer service technology to learn customer feedback • Create activities to engage diverse students • Need for housing for non traditional students • Empowering and enabling Professional Development – faculty/staff • Research best technology in the classroom to improve student satisfaction • Engage and connect Alumni Customer Service - WG 4

49. Threats • Trend of free tuition –programs like Excelsior - NYS • New students are arriving underprepared • Institutions (some proprietary) that have invested technology resources into classrooms and distance education • Losing students to employment • Incidents appear on social media before staff has ability to address issues • Lack of mass transit • NYS high cost of living • The rising cost of education • Decreasing financial aid • Constant changes with federal /states regulations Customer Service - WG 4

50. Develop and Define Vaughn’s Customer Service • Design a focused campaign to create culture of customer service throughout Vaughn: integrate mission, vision and core values • Create Customer Service committee/task-force • Develop and define Vaughn customer service philosophy • Consider offering customer service annual training for all faculty and staff • Develop annual assessment plan Customer Service - WG 4