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. 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. Recommendation 1 support • We first defined the goal which we believe is to remain a small, personal college with a low student/faculty ratio. Then we discussed space limitations and potential for online/hybrid courses. The lower bound is the maximum size of the Vaughn College student body in the past. The upper bound was less well defined, but was an attempt to identify how large we could be with our current capacity (larger average class size, better utilization of classrooms, more technology) Finance and Development - WG 1

5. 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 • Investigate using technology to reduce stored paper Finance and Development - WG 1

6. Recommendation 2 support • Group 2 - Infrastructure and Technology group has identified several potential software venders for class scheduling. We recommend that the choice of software be handled via a structured process (see recommendation 3) that includes a group consisting of schedulers, faculty and administration to identify and refine needs, write an RFP, solicit bids, choose vendor and coordinate installation, implementation and training. Finance and Development - WG 1

7. 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

8. Recommendation 3 support • See comments in recommendation 2 support • We believe that a procedure of this type should be used for all substantial purchases. • Use of technology requires knowledge of the methods to use it, as well as available features. Communication between all departments using a technology and between those using it and those that could benefit by using it. Finance and Development - WG 1

9. Recommendation 4 • strengthen and develop corporate and organizational partnerships • Cultivate broader relationships with current supporters: Jet Blue, Port Authority, La Guardia 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

10. Recommendation 4 support • Continue to grow the President’s Advisory Council from 16 members to 20-25 members • Double the membership of the Aviation Advisory Council from its current size • Double the membership of the ATI Advisory Council from its current size • Explore the creation of a Career Services Advisory Council • Explore the creation of an Institutional Advancement Advisory Council • Institutional Advancement should utilize the newly created Corporate/Industry Engagement Tracking List to prioritize identification of new relationships, engagement and solicitation targets for the College across 13 (thirteen) identified areas to increase gifts of “work, wisdom and wealth” Finance and Development - WG 1

11. 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 • Potential for private funding grants and scholarships • Prepare for a comprehensive campaign in conjunction with 90th anniversary (2022) Finance and Development - WG 1

12. Recommendation 5 support • Increase between 50 to 100% annually (through FY`24) the number of proposals submitted to private grant-making foundations • Begin to utilize advanced technology which can assist the College to identify strong donor prospects among private grant-making foundations • Grow and maintain detailed content (actionable case statements, unfunded needs and underfunded needs) information across the four main academic/training areas of the College, as well as from Student Affairs, Library and physical space (current and new) naming opportunities which will impact student/institutional success outcomes • Execute a solicitation plan to invite select corporate/industry allies, alumni and other friends/ individuals to provide gifts of expendable annual scholarships, expendable sponsored programming support and expendable student experience/learning funding • Institutional Advancement, in coordination with the Office of the President can continue to work with the Board in relation to identifying/assigning the strongest affinity/capacity donor prospects that can be assigned to certain Trustees who are inclined to give the gift of their time in this area. • Continue to grow and encourage the outreach/solicitation efforts of the newly created Vaughn College Annual Fund Committee comprised of alumni from across the College • Develop a programming plan for lifelong engagement of alumni with the College, and with each other, which reflects their varied interests as they progress through their lives/career in the future (1. Recent graduates, 2. Mid- career 3. Late Career, and 4. Post-career) • Develop a strategy which will encourage and celebrate increases in internal staff giving to the College Finance and Development - WG 1

13. Recommendation 6 • Address societal demand for increased STEM career opportunities for minorities and women • Develop public and private 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

14. Recommendation 6 support • Recruit more women and minorities students into STEM field • Hire more women and minority faculty • Career Support - Career Service office provide support mechanisms and networking opportunities to ensure students are qualified and competitive candidates entering the workforce • College Mentorship - Having a mentor throughout college can be a pivotal relationship that encourages and support students during their degrees which can ultimately lead them to a STEM career. • Summer research trips and internships - These opportunities are a great option for keeping students interested in STEM topics, providing real-world learning initiatives and hands-on experience. • National Society for Women and Minorities in STEM – Numerous professional organizations and honor societies are being formed to support students in their STEM field endeavors Finance and Development - WG 1

15. Recommendation 6 support - continued • Evaluate the reinstitution of the peer leadership program • Continue and grow the work of IA and Financial Aid Office to identify, track and promote current and new outside scholarship opportunities to all relevant students at the College • Create awareness of special Scholarships: • Xerox offers a technical minority scholar for students enrolled in a degree program • Microsoft offers a technical scholarship for minorities and women enrolled in full-time bachelor’s program related to STEM majors.  • Vaughn’s Writing Center can assist students with scholarship applications and essays. Finance and Development - WG 1

16. Recommendation 6 support - continued • More structured outreach to K-12 institutions • Outreach to all Queens school districts • Geared toward more Middle school and older (80%), other 20% elementary • High School Mentorship - Create an innovative high school mentorship program, allowing high school students to take part in one-on-one internship with laboratory staff, giving them hands-on experience via research project or career exploration • Finalize an ongoing yearlong program during the school day which include exposure to all of our different degrees/programs: Flight, engineering, management, ATI • Currently we have several separate initiatives: • visits from the girl scouts • Robotics club visit high schools • Step/Upward Bound programs have outreach to middle and high school • Sight visits from different schools • IEEE host there summer camp here Finance and Development - WG 1

17. Recommendation 6 support - continued • What are other institutions doing- hosting summer camps and having site visits. • streamlined STEM initiative: • In 2020 NYC Board of Education Next Generation standards will have Stem embedded in its curriculum, so schools will be looking for initiatives like this one for their students. • Early childhood program could entail one or all of the following: • school visits on a monthly or a semester basis • a week long camp in the summer (free) • Six (6) week paid summer program similar to IEEE’s • Attendance at elementary/middle school career fairs • Ways to get program started: • Contact principal or parent coordinators • At Guidance counselor luncheon we can promote it • Advertised on Vaughn’s website Finance and Development - WG 1

18. Recommendation 6 support - continued • Additional Resources: • NASA offers a variety of research and educational programs for minority students interested in pursuing STEM related careers. • Science.gov offers a list of internship and fellowship opportunities for undergraduate students. • STEMcareer offers lots of helpful information for both high school and college students about how to select the right career path. • PBS’s Nova Labs has a lists of resources with information about potential career and role models. Finance and Development - WG 1

19. 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

20. Recommendation 7 support Finance and Development - WG 1

21. Recommendation 7 support Finance and Development - WG 1

22. Recommendation 7 support • Adjusting for NYC area and not including College of New Rochelle which is closing • Engineering - $3300 • Business - $2891 • Arts and sciences - $2902 (used all other) • Difficulties: • only 2 engineering and 3 business programs (too few to get meaningful average) • Most colleges have liberal arts focus, we have tech focus • Study didn’t differentiate by adjunct faculty degree (Ph.D., Masters) Finance and Development - WG 1

23. Recommendation 7 support • Using all the information except Boricua College • Engineering - $3300 • Business - $2983 • Arts and sciences - $2639 (used all other) • Difficulties: • only 2 engineering and 4 business programs (too few to get meaningful average) • Four colleges in areas with much lower cost of living • One college closing • Most colleges have liberal arts focus, we have tech focus • Study didn’t differentiate by adjunct faculty degree (Ph.D., Masters) Finance and Development - WG 1

24. 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

25. Recommendation 8 support • Use of Predictive Analytics • Maguire and associates • Vaughn has licensed the Emphasis product that reviews hundreds of historical current and declined student data points to advise the admissions office on the optimum amount of scholarships to offer each applicant. • In the first year, Maguire’s team was working with a small amount of data, and the College chose to only follow one of their suggestions (packaging partial housing grants to all students interested in housing). This process is believed to have assisted in a 17 percent increase in new residential students for the fall of 2017. • In the second year, with another year of data available, Vaughn decided to implement all Maguire recommendations and the result was the largest first-time freshmen class in the College’s history, 144 students, 90% of whom returned for the spring semester. Average SAT’s rose to 1100, a first for Vaughn. But these students yielded a lower net income due to the discount rate. • For the fall 2019 class, with even more data available, the Emphasis product suggested we could enroll a similar number of students by lowering our scholarship offers by $400,000 to improve the freshman cohort net revenue. We are following their matrix during this awarding season. • EGC • Is the college’s full service public affairs agency who creates our strategic direction, helps with branding, produces and places advertising, and runs the website. EGC has planted code within numerous visited pages to assess the effectiveness of marketing campaigns, which are reviewed bi-annually (before major open house media and name purchases). EGC has also developed a Digital Brand Index, highlighting benchmarks and grading Vaughn’s performance across that index bi-annually. • Stevens Strategy • Is beta testing the ASA exam with a sample of our students. This exam is meant to ask non-academic questions to measure personal aspects like grit, determination, etc. Thus far, results have been used by tutors and academic advisors to help those on the lower end of the scale, but discussions continue regarding how ASA can be used post admissions but pre-financial aid awards, or if it can be used for placement purposes. At the moment, only 2 years of fall data are available and we are still in a beta testing mode. Finance and Development - WG 1

26. Any Questions Finance and Development - WG 1

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

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

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

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

31. opportunities/threats Finance and Development - WG 1

32. Strategic Planning Process: Phase 2 Summary of Strategic Recommendations Working Group 2: Strategic Recommendations for Technology and Facilities Support of Institutional Objectives Board of Trustees Meeting 2 March 12, 2019

33. A consolidated view of our Charges and their Key Elements Improve TIME Utilization Prioritize and Improve SPACE Utilization Apply Cost-EffectiveTechnology to • Enhance, • Expand and … • Extend The Physical Campus and … The Virtual Campus … … to support delivery of skills required in the current and future job market. Increase Enrollment Capacity 1 Meet Stakeholder Community Needs 2 • Enhance Campus Comfort and Safety • Promote Engagement and Connection Technology and Facilities - WG 2

34. R1: 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: $45,000 “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

35. R2: Course Scheduling Software “Investigate Course and Event Scheduling Software” • First step to space optimization • Maximizes utilization of currently available space • Forces reimagining of course delivery options Partial List of Candidate Providers 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

36. R3: Virtual Labs “Consider Development of Virtual Labs” • Provide off-campus students with a laboratory experience • Free up physical lab space for other uses • Engine Observation Building • Chemistry Lab • Annual Costs • Lab Equipment:??? • Lab Space:??? • Virtual Alternative:??? Thiemt.com Technology and Facilities - WG 2

37. R4: Schedule Courses on Weekends “Investigate the Impact of Scheduling Courses Friday through Sunday” • 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 Technology and Facilities - WG 2

38. R5: Multi-Function Space “Continue to Create Multi-Function Space Throughout the Campuses” https://educationaldealermagazine.com/multiuse-spaces-earn-high-marks-in-schools/ Tradeoff: Cost of Separate Space vs. Cost to Enable Multi-Function Technology and Facilities - WG 2

39. R6 & R7: User-Friendly Technology “Make technology user-friendly so that students can do more administrative work without staff assistance” • Leverage text • Leverage e-mail • Integrate Chatbots?? “Develop Online Registration, Billing and Financial Aid Applications” “The University System of Georgia is preparing a new program to make students better aware of college costs, particularly borrowing, and how much they’ll have to pay after graduation. The plans, scheduled to start in early 2019, include giving students detailed student-award letters with the recommended borrowing amount, sending students messages — possibly via text message and/or email — explaining how much they’ll owe in student loans, and utilizing artificial intelligence and chatbots to answer questions during the financial aid application process.” Source: Atlanta Journal-Constitution https://www.myajc.com/news/local-education/georgia-leaders-hope-educate-students-borrowing-for-college/soPonlTpEPx1eNa78ZAsGK/ Technology and Facilities - WG 2

40. R8: Highly Leverage the Learning Management System (LMS) “Use the LMS Platform to Create and Offer “Minimum Viable Courses” as demand dictates, and Move Toward Low Cost Texts or ‘Textless’ Courses when Possible” “Fire Bullets, Then Cannonballs” Jim Collins Cost of Developing “MVC”: $1,700. Savings on Texts: $50 / student / course (minimum) thus far Fire Bullets, Then Cannonballs is a concept developed in the book Great by Choice. First, you fire bullets (low-cost, low-risk, low-distraction experiments) to figure out what will work—calibrating your line of sight by taking small shots. Then, once you have empirical validation, you fire a cannonball (concentrating resources into a big bet) on the calibrated line of sight. Calibrated cannonballs correlate with outsized results; uncalibrated cannonballs correlate with disaster. The ability to turn small proven ideas (bullets) into huge hits (cannonballs) counts more than the sheer amount of pure innovation. Technology and Facilities - WG 2 https://www.jimcollins.com/concepts/fire-bullets-then-cannonballs.html

41. R9: Highly Leverage Lecture Capture “Integrate Lecture Capture into ALL Courses for Maximum Flexibility and Productivity” • Supports flexible attendance options • Opportunity for multiple reviews by students • Supports “flipped classroom” option • Adjustments to instructor compensation model may be required Cielo24.com Technology and Facilities - WG 2

42. R10: 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

43. R11: Facilities Management “Develop a Strategic Facilities Management Plan for Acquiring New Space that Balances Cost and Operational Flexibility” Where are you on this continuum? HIGH Utilization Certainty LOW Utilization Certainty High Rent Lease • Cost / Sq. Ft. / Month • Rent: $ 5.00 • Lease: 3.50 • Remodel??? • Build:??? Operational Flexibility Build / Purchase Low Relative Unit Cost Low High Technology and Facilities - WG 2

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

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

46. Academic Programs Charges-WG3 • Determine 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

47. 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

48. SWOT • Strengths • Great value – rankings • #1 in Upward mobility, bottom 40% to top 40% (NYT) • #3 in Best Colleges for Veterans by US News (Large enrollment of veteran students) • Ranked # 8 in Regional Colleges in the North • 11th Best Value Schools by US NEWS • High Job placement rate • PhD level professors • Attractive programs • Unique focus on specific technical areas • STEM, aviation, engineering, business • Programs including aviation maintenance, mechatronics, flight, manufacturing, air traffic control, airport management • Certificates and professional training Academic Programs-WG3

49. SWOT • Strengths- contd. • Student-centered • Highly diverse student population • Low student to faculty ratio • Hispanic Serving Institution • Strong students engagement profile • student clubs, including robotics, UAV, Engineering without Boarders. SAE, AAAE, WIA, Circle K • Small College with highly energetic staff • Nimble administration responds efficiently to stakeholders’ needs • Technical expertise of faculty creates new, responsive programs (MBA, manufacturing, robotics, UAS, Cyber security) • New York City Location with great proximity to LaGuardia airport • Attractive to International Students including from China, Saudi Arabia, Caribbean countries Academic Programs-WG3

50. SWOT • Weaknesses • Not all Entering Students are Prepared for College, that requires allocating some resources and affects retention rate • Vaughn only offers one Masters 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