WNCC 2010 Self-Study Report - Western Nebraska Community ...

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Criterion Two: Preparing for the Future The organization’s allocation of resources and its processes for evaluation and planning demonstrate its capacity to fulfill its mission, improve the quality of its education, and respond to future challenges and opportunities. The mission of Western Nebraska Community College (WNCC) has always focused on providing quality education and support services to a diverse student population. During recent years, WNCC has witnessed many changes that directly impact higher education. Among these are the continued evolution of the Internet and electronic media and the emergence of the global economy. The recent economic downturn has put additional pressure on institutions of higher education to continue to deliver quality educational programs while relying upon diminishing financial resources. The College must ensure the institution adapts appropriately to these and future challenges. Core Component 2a: The organization realistically prepares for a future shaped by multiple societal and economic trends. The institution monitors cultural, academic, and economic trends in a variety of ways, both systematically and informally, such as understanding regional impact through the Educational Modeling Specialist Incorporated (EMSI) report (formerly CC benefits), as well as using the job prospect function of that system to survey the potential for graduate employment when considering program creation or modifications. WNCC continues to use results from numerous reports and studies to acquire information regarding the current environment in which the College serves. In the summer of 2009, WNCC authorized a socio-economic impact study (conducted by Clarus Corporation) in order to begin the revised 2010 strategic planning process. A study of institutional efficiency by the National Center for Higher Education Management Systems has also begun. Planning the future by heeding national trends, employees of WNCC participate in the P-16 Initiative designed to create better transitions from high school to college, as well as regional conferences such as a recent one on wind energy relating to a proposed project in Banner County (immediately south adjacent to Scotts Bluff County). WNCC administers Carl D. Perkins funds and belongs to the Nebraska consortium called Partners for Innovation, a state-wide educational leadership and development group funded by individual associations dedicating 10% of its Perkins funds. The high school academies and various projects for curricular alignment with high schools arise from this group. Strategic Planning Strategic plans have been updated for major areas of the College such as educational, student, and outreach services, as well as IT; these plans guide individual units for the next 2-3 years and will serve partially as a basis for WNCC’s overall strategic plan when a new one is created. In response to student demand and information gained from studies and surveys like the Educational Modeling Specialist Incorporated (EMSI) reports, WNCC has implemented many changes in both facilities and programs since the last self-study, as was described in an earlier Western Nebraska Community College Page 67
section of this document. Planning and change are continuous processes in areas like facilities, technology, distance learning, academic programs, business and industry, and safety and security. Facilities Planning In identifying and prioritizing future facility improvement projects, WNCC uses a variety of resources in its planning. Periodically, external entities are solicited to engage in evaluations and assessments of various aspects of the College. Examples include an assessment of the mechanical and electrical systems that was conducted in 2002 by an external engineering firm (RR 38). In 2006, to assess the College’s ADA compliance, an external consultant was hired. Planning and prioritizing is also driven internally by faculty and staff members through division/department meetings where issues can be identified and passed through the shared governance process for further consideration. The 2003 results of a Student Housing Market Study (RR 39) indicated a need for additional student housing. In response to the study, construction of Conestoga Hall was completed and the facility was opened in the fall of 2007. The College can now house over 200 students in the two residence halls. In 2008, to accommodate the increased on-campus student population, a kitchen and dining room renovation in Pioneer Hall was completed. Based on occupancy of the residence halls during the first two years of operation, it appears that the housing decision was sound. Figure 6-16 Occupancy Rates at Conestoga and Pioneer Halls Occupancy Totals 120 FA 2005 100 SP 2006 # of Students 80 60 40 20 0 Pioneer Conestoga FA 2006 SP 2007 FA 2007 SP 2008 FA 2008 SP 2009 Residence Hall To support growth and expansion of education tied to local business needs that had been identified by advanced planning, WNCC relocated its business and individual training operations from several miles away to a state-of-the-art facility located across the street and south of the Scottsbluff main campus. This facility, which opened in 2005, was named the John N. Harms Advanced Technology of Nebraska Center (HATC), in honor of the previous president. This facility has allowed WNCC to increase its training programs which support local Panhandle businesses. Page 68 Western Nebraska Community College
Page 1 and 2:
Western Nebraska Community College
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Introduction A yellowed newspaper p
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MISSION STATEMENTS ................
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Chapter 7 CRITERION 3: STUDENT LEAR
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EMERITUS DISTINCTION ..............
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LIST OF TABLES AND FIGURES TABLE 3-
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DISTRICT 1 DISTRICT 2 DISTRICT 3 DI
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CRITERION TWO Co-Chairs Dan Kinney
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History and Geographic Service Regi
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the cosmetology and aircraft mainte
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Allied Health Services, and Adult E
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Chapter 2 Summary of Accreditation/
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The Self-Study Process and Report C
Page 32: Chapter 3 Response to Challenges Jo
Page 35 and 36: 8. The use of course-level specific
Page 37 and 38: WNCC has a booth at the Scottsbluff
Page 39 and 40: Below are the same results reported
Page 41 and 42: The above support systems, however,
Page 43 and 44: HATC’s end-of-year enrollment is
Page 45 and 46: years before leaving to assume a pr
Page 47 and 48: Service Area Day Time Independent L
Page 50: Chapter 4 Federal Compliance Lucas
Page 53 and 54: The conversion rate from contact to
Page 55 and 56: 3. Elect to file a written Grade Ap
Page 57 and 58: The College has been in complete co
Page 59 and 60: Contractual Relationships WNCC faci
Page 62 and 63: Criterion 1: Mission and Integrity
Page 64 and 65: memorable. When a new institutional
Page 66 and 67: The passage of Initiative 424 in Ne
Page 68 and 69: dual-credit enrollment, the require
Page 70 and 71: Distance Learning Advances in techn
Page 72 and 73: The College Council now consists of
Page 74 and 75: to create a bond. Many courses are
Page 76 and 77: Faculty and Staff The integrity of
Page 78 and 79: Athletics WNCC’s Athletic Departm
Page 80: Strengths Findings for Criterion On
Page 86 and 87: An expansion of HATC in 2008 includ
Page 88 and 89: With the growth and expansion of on
Page 90 and 91: 1. Throughout the service area from
Page 92 and 93: and fees, and 8.6% classed as other
Page 94 and 95: opportunities for students, but a c
Page 96 and 97: spent in class and studying takes a
Page 98 and 99: Examples of planning for current an
Page 100 and 101: with retirements which occurred in
Page 102 and 103: As depicted below (based on degree-
Page 104 and 105: • Intercollegiate Athletics Athle
Page 106 and 107: In addition to the CAAP test, the C
Page 108 and 109: Reduction in Force (RIF) Practices
Page 110 and 111: Summary WNCC executive administrato
Page 112: Chapter 7 Criterion 3: Assessment P
Page 115 and 116: username field and “guest 1” in
Page 117 and 118: 5. Personal Development-including m
Page 119 and 120: Faculty members are working on plan
Page 121 and 122: After receiving the survey results
Page 123 and 124: Pre- and post-tests have been used
Page 125 and 126: materials for acquisition to the Li
Page 127 and 128: Director. The Counseling Director i
Page 129 and 130: may be reticent in traditional clas
Page 131 and 132: their contact information at semest
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The chart below details sections by
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students from WNCC called “former
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Because of the popularity of the vo
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Although no full-time staffed Writi
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training session to learn the SI me
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5. The Allied Health program offers
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Cosmetology The Cosmetology program
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Findings for Criterion 3 Strengths
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Criterion 4: Acquisition, Discovery
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The following table displays the ty
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providing background and practical
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elative to the type of degree or pr
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8. Cougar Award Given to a student
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alternative energy education, the g
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The Associate Degree in Nursing pro
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There were statistically significan
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The following two excerpts from the
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The body of the Pledge outlines eth
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6. The College seeks to improve the
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Criterion 5: Engagement and Service
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y students and/or faculty members o
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faculty members’ classes are regu
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Examples of the career-related educ
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8. Adopt-a-School WNCC actively par
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Upward Bound (VUB). Student Support
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Cabela’s Corporate University Par
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Selected Results from Student and C
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As can be seen, WNCC fared well in
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Chapter 10 Summary & Request for Co
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Chapter 11 Institutional Snapshot C
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Table 11-60 Applications and Accept
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Table 11-67 Graduates by College/Pr
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Table 11-71 Faculty Member Headcoun
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Chapter 12 Appendices Chapter 12 Ap
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Appendix B Table B-76 Assessment Ac
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Appendix C Table C-77 Faculty and A
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Appendix D Figure D-78 WNCC Organiz
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Western Nebraska Community College
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Understood Valued Empowered Support
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