board of trustees meeting - belmont college · board of trustees meeting date: july 26, 2018 the...

BOARD OF TRUSTEES

MEETING

July 26, 2018

6:00 p.m.

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Belmont College

District Board of Trustees Meeting

July 26, 2018

6:00 p.m.

AGENDA

CALL TO ORDER Mrs. Elizabeth Gates, Chair

ROLL CALL Kristy Kosky

PLEDGE OF ALLEGIANCE

INTRODUCTION OF VISITORS Mrs. Elizabeth Gates, Chair

APPROVAL OF AGENDA Mrs. Elizabeth Gates, Chair

APPROVAL OF MINUTES Mrs. Elizabeth Gates, Chair A

June 2018 Minutes A-1

CONSENT AGENDA

Human Resources B

1. Authorization to Hire – Faculty Full Time B-1

2. Faculty Promotions B-2

3. Employee Emeritus B-3

Administrative Items C

1. Then and Now Authorization C-1

2. Strategic Plan C-2

3. Appropriation of Funds - Storage Array Upgrade C-3

4. Purchase of Storage Array Upgrade C-4

Monitoring Activities D

1. June 2018 Financial Report D-1

2. Success in Subsequent College Level Courses D-2

Board Items E

1. Election of Board Officers E-1

2. Establish Board of Trustees Meeting E-2

Schedule for 2018-2019

3. Heritage Tree Nominations E-3

PRESIDENT’S REPORT Dr. Paul Gasparro

COMMENTS FROM THE CHAIR Mrs. Elizabeth Gates, Chair

COMMENTS FROM

THE COLLEGE COMMUNITY 2

NEXT REGULAR MEETING Board Retreat/Evaluation of the President

August 18, 2018

Oglebay Resort and Conference Center

9:00 a.m.

ADJOURNMENT

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TAB A

MINUTES

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TAB A-1

MINUTES June 2018

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Belmont College Board of Trustees Meeting Minutes of June 28, 2018

BELMONT COLLEGE

B O A R D O F T R U S T E E S M E E T I N G

Minutes of June 28, 2018

The regular meeting of the Belmont College District Board of Trustees was held at 6:00 p.m., on June 28, 2018, in Monroe County, at the First United Methodist Church, in Woodsfield.

Call to Order Mrs. Gates, Chair, called the meeting to order at 6:32 p.m.

Roll Call Jessica L. Bumgardner - Present Cory M. DelGuzzo – Absent Edward D. Eberhart – Absent Elizabeth F. Gates – Present William D. Hunkler – Present Howard J. Landkrohn - Present Mark A. Macri – Present Pandora J. Neuhart – Present Anita G. Rice - Present There being a quorum, the meeting proceeded.

Attendance Matt Kendall, Becki Kurtz, Troy Caldwell, John Koucoumaris, Jesse Gipko, Jeremy Vittek, Dr. Gasparro and Kristy Kosky.

Introduction of Visitors

Mrs. Gates introduced Mr. Richard Yoss, of Yoss Law Office, who was in attendance to administer the Oath of Office for new Board Member, Mrs. Anita Rice.

Dr. Kurtz introduced the Deans of Instruction, Dr. Jeremy Vittek and Dr. Jesse Gipko.

Approval of Agenda Mrs. Gates stated that the agenda would be amended, to add the Oath of Office and to pull Agenda Item B-5, FY 2018/2019 Budget, for discussion. Mrs. Gates then asked for a motion to approve the amended agenda.

Ms. Neuhart motioned, seconded by Dr. Macri, to approve the amended agenda. All ayes; motion carried.

Approval of Minutes

Mrs. Gates asked for a motion to approve the minutes of the May 2018 meeting.

Dr. Macri motioned, seconded by Mr. Hunkler to approve the minutes of the May 2018 meeting. Ayes; Mr. DelGuzzo, Mr. Eberhart, Mrs. Gates, Mr. Hunkler, Mr. Landkrohn, Dr. Macri, Ms. Neuhart.

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Nays; None. Abstain; Mrs. Bumgardner Motion carried.

Oath of Office Mrs. Anita Rice was appointed to the Board of Trustees by Governor Kasich. Mr. Richard Yoss administered the Oath of Office

Approval of Consent Agenda Presidents Report Comments from the Chair Comments from the College Community Next Regular Meeting

Mr. Hunkler asked if the Senior Citizens Tuition Waiver was a cost item or a revenue source. John Koucoumaris confirmed that it was a cost item. Mrs. Gates asked for a motion to approve the consent agenda. Mr. Landkrohn motioned, seconded by Ms. Neuhart to approve the consent agenda. All ayes; motion carried. John Koucoumaris provided a report summarizing the FY-2018/2019 budget. Mrs. Gates asked for a motion to approve the FY-2018/2019 budget. Mr. Hunkler motioned, seconded by Dr. Macri to approve the FY-2018/2019 budget. All ayes; motion carried. Dr. Gasparro provided a report of where the College was four years ago, where the College is now and where the College plans to go in the future, in regards to Board Meetings, enrollment, finances and facilities. Mrs. Gates reminded the Board members that the Board retreat and evaluation of the President will be held August 18, 2018 at Oglebay Resort and Conference Center, beginning at 9:00 a.m. She also reminded Board members to complete their ethics training by December 31, 2018, and informed them to be prepared at the July 26, 2018 meeting to have their photo taken for updates to the College website. N/A July 26, 2018 Main Campus Belmont College Board Room Workshop 5:00 p.m. Meeting 6:00 p.m.

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Adjournment

Mrs. Gates asked for a motion to adjourn the meeting. Mr. Landkrohn motioned. The meeting adjourned at 7:23 p.m.

Elizabeth F. Gates, Chair

Paul F. Gasparro, President Date Approved: __________ / __________ / __________

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CONSENT

AGENDA

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TAB B CONSENT AGENDA

Human Resources

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TAB B-1 CONSENT AGENDA

Human Resources

Authorization to Hire – Faculty Full Time

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AGENDA ITEM B-1: AUTHORIZATION TO HIRE – FACULTY FULL TIME Board of Trustees Meeting Date: July 26, 2018

It is requested that the Board authorize the President to make the hiring decision for Full Time Faculty.

These are 1 year probationary employment contracts as described in the Collectively Bargained Agreement. The start date

for each individual is August 13, 2018.

Keith Kazor – Instructor, HVAC - $40,000.00

Summer Miller – Instructor, Early Childhood Education - $40,000.00

Jackie Driscoll – Associate Professor, Computer & Cyber Security - $43,400.00

RECOMMENDATION: It is recommended that the Board of Trustees authorize the President to make the hiring decision

regarding the position of full time Faculty.

SUBMITTED BY: Matt Kendall, Vice President, Human Resources

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Human Resources

Faculty Promotions

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AGENDA ITEM B-2: FACULTY PROMOTIONS Board of Trustees Meeting Date: July 26, 2018

The full time faculty members listed below are eligible for a promotion in faculty rank effective with the start of Fall

Semester 2018. They have attained the necessary competencies as contained within the Faculty Model to substantiate a

promotion, and are recommended for promotions in rank as follows:

Name Current Title New Title Old Salary New Salary

Tina Jacobs Associate Professor

Professor $43,400.00 $44,997.50

Paulette Kendzora

Assistant Professor

Associate Professor

$39,500.00 $40,965.50

Loreane Sheets Assistant Professor

Associate Professor

$39,500.00 $40,965.50

Note: These promotions in rank are in conjunction with the collectively bargained agreement.

RECOMMENDATION: It is recommended that the Board approve the promotions in rank and salary adjustments as

listed for the full-time faculty members above, effective with Fall Semester 2018.

SUBMITTED BY: Matt Kendall, Vice President, Human Resources 14


Human Resources

Employee Emeritus

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AGENDA ITEM B-3: EMPLOYEE EMERITUS Board of Trustees Meeting Date: July 26, 2018

The Employee Emeritus Policy (#515.0705.07) was established in 2007 to award the title of Emeritus to those retired, former, or

deceased faculty, executive staff, and administrative staff who are determined to be deserving of the status based on the policy’s

criteria, in recognition of meritorious and significant contributions to the College.

The recommendations were reviewed and approved by the President, and are listed below:

Tim Houston – Retired – Dean, Student Affairs & Strategic Enrollment Management – Tim Houston retired in

December of 2017 after starting with the College in 1993. During his time he held various leadership positions

throughout various departments in the College. Tim was very active in the community during his time with us. Most

recently, Tim relocated to Arizona upon his retirement.

RECOMMENDATION: It is recommended that the Board award emeritus status to the individual listed above for the

2018 year.

SUBMITTED BY: Matt P. Kendall, Vice President, Human Resources

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TAB C CONSENT AGENDA

Administrative Items

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TAB C-1 CONSENT AGENDA


Authorization for Payment for

Then and Now Purchase

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AGENDA ITEM C-1: AUTHORIZATION FOR PAYMENT FOR THEN AND NOW PURCHASE Board of Trustees Meeting Date: July 26, 2018

As required in ORC 5705.41(D) and noted in Rea & Associates Management Letter dated December 21, 2013, Board of

Trustee authorization is required for payment of any invoice exceeding three thousand dollars that does not have prior

approval through the purchase order process. Therefore, the Administration is seeking “Then and Now” payment

authorization to the following vendor(s) as noted below:

Vendor Description Amount

Higher Learning Commission

FY 18/19 membership dues

Invoice Number D30823 Dated 6/28/2018 Belmont Purchase Requisition Dated 7/10/2018

$4,984.80

RECOMMENDATION: Recommend the Board authorize payment to the Higher Learning Commission in the amount of

$4,984.80 for Invoice Number D30823.

SUBMITTED BY: John S. Koucoumaris, Vice President Administrative Affairs

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Strategic Plan

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AGENDA ITEM C-2: APPROVAL OF STRATEGIC PLAN Board of Trustees Meeting Date: July 26, 2018

On August 7, 2017, Belmont College received formal notification and the official record of action taken by Institutional

Actions Council of the Higher Learning Commission concerning the Higher Learning Commission’s Continuous Quality

Review of Belmont College which occurred in April, 2017. The Institutional Actions Council of the Higher Learning

Commission at its meeting of July 31, 2017, determined that full accreditation of Belmont College is to continue with the

next Reaffirmation of Accreditation in or before 2026-2027.

In conjunction with this action, the following interim monitoring report was required:

“Interim Report. Interim Report due 9/1/2018: Strategic Planning; Institutional Effectiveness; Linkage of Assessment,

Planning and Budgeting.”

The College Strategic Plan, 2018-2022, is complete and approval by the Board of Trustees is requested. The approved

Strategic Plan will be submitted as part of the Interim Report.

RECOMMENDATION: It is recommended that the Board of Trustees approve the Strategic Plan as submitted.

SUBMITTED BY: Dr. Paul Gasparro, President 21

Academic Degrees, Technical Training

2018-2022 Strategic Master Plan

Current as of date: 09/01/2018

Next formal review: 08/31/2019 DRAFT

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BELMONT COLLEGE

CHARTER Belmont College is chartered as a two-year public technical community college authorized by the

State of Ohio to offer courses, provide programs, and confer certificates of completion and associate degrees.

VISION Belmont College will be a first choice among our potential students seeking

quality academic degrees and technical training that is also affordable and achievable.

MISSION Belmont College will provide affordable, achievable, and

meaningful academic degrees and technical training to all who seek them.

STRATEGIC PLAN TERM AND REVIEWS This plan covers a “rolling” period of four years, to be reviewed

annually by the governance committee system of the College, finalized by the

Administration, under direct supervision of the President, and approved by the Board of Trustees.

DRAFT

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Message from the President

Belmont College is the community’s college in every sense of the word. We provide training for in-demand jobs, certificates that can

lead to meaningful employment and also act as pathways towards degrees. We offer over two dozen degree plans that lead to continued

education at a number of collaborating colleges and universities (see College Catalog).

This strategic plan, a living document that is to be continuously referred to and annually revised, meets the Higher Learning

Commission’s (HLC) core expectancies. It also combines the goals and intentions of the Academic Completion Plan as approved by the

Belmont College Board of Trustees, and the Belmont College Capital Plan. Every effort has been made to be as inclusive as possible, drawing

upon input from our external stakeholders and community members, internal members from the staff and faculty, and research into methods

likely to assist us in providing the very best education and training possible for our service area and beyond. As President, I invite you to

study this document in order to get a better idea of where we are today, and where we want to be tomorrow. More importantly, you should

walk away with a clear picture of how we plan to get there!

Paul F. Gasparro, Ed.D.

President,

Belmont College

D

RAFT

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Table of Contents

BELMONT COLLEGE .......................................................................................................................................................................................... 2 CHARTER .......................................................................................................................................................................................................... 2 VISION ............................................................................................................................................................................................................... 2 MISSION ............................................................................................................................................................................................................ 2 STRATEGIC PLAN TERM AND REVIEWS .................................................................................................................................................. 2

Message from the President .................................................................................................................................................................................... 3 Dimensions of Strategic Planning .......................................................................................................................................................................... 5 Belmont College Goals ........................................................................................................................................................................................... 6

ACTIONS ........................................................................................................................................................................................................... 6 Academics and Student Engagement .............................................................................................................................................................. 7 Administrative Affairs/Security ..................................................................................................................................................................... 15 Administrative Affairs/Campus Shop ............................................................................................................................................................ 16 Administrative Affairs/Financial .................................................................................................................................................................. 16 Administrative Affairs/Facilities ................................................................................................................................................................... 17 Human Resources ......................................................................................................................................................................................... 18 IR/IE, Recruiting ........................................................................................................................................................................................... 19 Advancement ................................................................................................................................................................................................. 22 Marketing ...................................................................................................................................................................................................... 24 Information Services ..................................................................................................................................................................................... 25

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Dimensions of Strategic Planning

Strategic planning is of little use without operational action planning. After determining the overall direction that Belmont College intends to take over the course of the next four years based on our vision, mission, and goals, the next step was to develop detailed short-term statements about what is to be done, who is to do it, how it is to be done, and how much, if any financial impact there is to the institution. Important to operational plans are specificity and time frames for completion; however, it is first necessary to lay the foundation. This strategic planning process includes:

• Internal Review: The internal environment review of Belmont College for strengths, weaknesses, opportunities, and threats (SWOT) was

completed through regular executive staff, intermediate staff, and faculty meetings. It also included input from informal meetings such as town halls and formal meetings such as program reviews.

• External Scan: The external environment (the communities that Belmont College serves) was reviewed for SWOT. This scan

encompasses Harrison, Monroe, and Belmont Counties in Ohio. It includes input from formal and informal meetings with elected local, State, and Federal local officials, local social groups (Rotary International, Kiwanis Lions International, etc.). It also includes discussions with local employers (through advisory committees) and other interested groups related to employment, as well as other educational institutions, both P-12 (through high school education programs) and other colleges and university representatives.

• Gap Analysis: Included in the following actions are items of equipment and other teaching resources that are considered necessary to

close the gap between our current situation and where we want to be after completing those goals, for the good of the Belmont College Community.

• Collecting Contextual Information: Priorities were determined based on very limited fiscal and personnel resources and upon which

initiatives will be most effective in the overall ability of Belmont College to achieve excellence in the delivery of providing quality learning experiences.

• Organizing Resources: Belmont College, its faculty, staff, administration, and the Board of Trustees are committed to an operational

strategic plan that will move Belmont College forward in achieving our goals.

• Compiling Institutional Profile: Surveys of various constituencies, through reviewing course-embedded assessment and other assessment data, analyzing market opportunities, identifying functional priorities and linking results to the budgeting process aided in developing the institutional profile and helped with the SWOT analysis that led to the development of the following goals and actions.

D

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Belmont College Goals

During the SWOT analysis and development of this plan, it became evident that while there are many opportunities open to us, the weaknesses and threats to the college were of immediate concern as we move forward to take advantage of those opportunities available now and in the future. Utilizing our strengths, we developed this Strategic Plan, which is to be reviewed annually, to address the threats and weaknesses which include low student enrollment and its associated low tuition, decreasing budgetary assistance from the State, and a decreasing population to recruit from within our service area, with our current organizational structure. During the development of this plan, immediate actions were determined to be necessary for the survival of the College, such as changes to personnel as well as physical locations of the College. This included a large down-size/right-size operation that had a multi-year impact on operations. It also included a massive building update to the main campus encompassing large contracts to “clean up” large numbers of deferred maintenance projects. These were followed by a major effort to develop standards for programs that are appropriate for this financially depressed area of Ohio. These actions, once completed, allowed for the development of the following goals, which are expected to change through review and modification annually. 1. Belmont College will increase headcount & credit hour enrollment each by 10%, by Fall, 2020.

2. Belmont College will increase revenue by 10% by Fall, 2021.

3. Belmont College will develop a warranty on select technical programs, by 2020.

4. Belmont College will develop improved student retention methods that will lead to increased completion and graduation of enrolled students, leading to a higher State Share of Instruction (SSI) and tuition funds.

ACTIONS OBJECTIVES: College Strategy/Intervention Objectives and HLC Associated Criterion & Sub-Components.

TACTICS: What will we do differently? What are the action steps for intervention?

RESPONSIBLE PARTIES: Title and department.

TIMELINE: What is our timeline for completion?

METRICS: How will we measure success? What is the outcome measure of success?

BUDGET: (Yes or No) Does this objective require changes to the current operating budget?

DRAFT

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Academics and Student Engagement

Objectives Tactics * Responsible Parties Timeline Metrics Budget

I. Augment headcount enrollment utilizing the guided pathways model approach for recruiting, on-boarding, and moving students through from inquiry through completion. I.A. Revise and implement a new procedure for handing off students from recruitment to admissions. 4-C-1,2,3,4 I-A-2

1.Hire a Director of Retention. 2.Formulate a College Retention Plan. 3.Implement intrusive case management academic advising. 4.Provide advisor training as needed. 5.Provide coaching and intentional proactive support

services across the curriculum. 6.Recruit and retain two AmeriCorps coaches. 7.Design and implement a student mentorship program,

using second year students to mentor new students. 8.Cross-train division employees for advising, admissions,

retention, and testing.

VPAASE, SEM/Recruiting, Deans of Instruction, Director of

Retention, Advising Staff, SSC Personnel, Faculty

Fall, 2019 Number of course and program completions by term, program, access category and age – every term. CCSSE – every other year – March. Number of students completing 12 cr. hrs.in the first 12 months – annually.

Y

DRAFT

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Objectives Tactics Responsible Parties Timeline Metrics Budget

I.B. Revise the model for student academic advising, registering, choosing classes, and transferring. 4-C-1,2,3,4 3-A-1 3-A-3 1-D-3 3-D-1,2,3 4-C-1-4 3-B-1 3-E-1 4-A-1 4-A-6 4-B-1-4

1. Increase High School-to-Belmont College transfer rate. a. Augment headcount in CCP, Tech Prep (TP) Pathways, and

the one-year option (900 hour option) program by hiring a Tech Prep Director.

b. Expand CCP pathways to include technical courses at the Tier I level.

c. Build relationships with K-12 schools and engage with parents (Partner w/Recruiting).

d. Incentivize students to graduate from high school college-ready through early intervention.

2. Revise the on boarding process for new students.

a. Implement new retention structures b. Engage the Career Services office and faculty with students

at the point of entry (See Career Services Plan). c. Assist students with career exploration using career

placement software.

3. Revise the transfer advising process. a. Connect transfer students to their four-year institution in the

first term at Belmont. b. Ensure that students take the correct lower division pre-

requisite requirements at Belmont College.

4. Augment co-curricular activities and events to engage students.

a. Assess learning outcomes of co-curricular activities. b. Assess student interests. c. Revise the process for approving co-curricular activities.

5. Map and communicate program/career pathways a. Assist students to choose and enter a pathway in the first

term. b. Assess whether students are on or off the pathway plan every

term. c. Intervene early if off-pathway and provide

coaching/advising/support services across the curriculum. d. Determine and address student support needs every term. e. Design part-time pathways.

Advisors, academic liaison, VPAASE, VPHR, career services coordinator,

Manager Energy Institute, Registrar, Instructional Deans, President’s

Staff, DBA, Program Leads

Ongoing 5-10 year trend charts for College Credit Plus (High School program) and Tech Prep enrollment, track high school to college transfer rates year over year. Noel Levitz Student Satisfaction Inventory every other year. Track the number of students who transfer with 12+ credit hours year over year. Track the number of students who complete a degree or certificate before transferring year over year. Completion rates by access category and term - annually. Fall-to-Fall retention rate. Fall to Spring retention rate. Number of new degree-seeking students completing math/English gateway courses in the first 12 months.

Y

DRAFT

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4-C-1-4 1-D-3 2-B 1-D-3 4-A-1 4-A-6

4-B-1-4

6. Augment experiential learning to increase job placement and transfer.

a. Embed experiential learning in every program and ensure all students participate.

7. Increase student number of credit hours per term and provide student incentive to complete in a timely manner.

a. Promote 15 credit hours per term as full-time at Belmont College.

b. Ensure student costs are transparent. c. Ensure continuous student financial planning and

fiduciary responsibility ongoing. d. Augment online registration.

8. Assist students in the transition from college to career or from Belmont College to a four-year institution. a. See Career Services Plan.

9. Auto-confer credentials and degrees. a. Establish Belmont protocols. b. Establish the policy. c. Inform students.

10. Link Belmont College programs and curriculum to in-demand jobs and labor market needs.

a. Program advisory committee meeting annually and more often as needed.

b. Expand and update program advisory committee membership to include more diverse re presentation of leaders from business/industry.

c. Utilize the Career Services Office to connect students with employers and internships prior to graduation (See Career Services Plan).

d. Ensure that non-credit offerings are “stackable” with credit career pathways.

e. Continue the program review process improving the linkage and analysis of programs to labor market needs and in-demand jobs.

f. Develop program improvement goals and plans that are linked to the KPI benchmark shortfalls.

Advisors, academic liaison, VPAASE, VPHR, career services coordinator,

Manager Energy Institute, Registrar, Instructional Deans, President’s

Staff, DBA, Program Leads

Number of students in experiential learning by type, term and program. Evidence of implementation. Number of average credit hours per student. Student placement rate Student transfer rate Graduation rate by associate degree, short term certificate, and long term certificate. Program advisory membership roster/meeting minutes. Documentation of work on tracking sheet. Documentation of program review scorecards. Documentation of Appendix D in the Program Review Model and the associated Program Improvement Plan.

Y

DRAFT

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I.C. Implement the new student engagement model. 4-C-1-4

1. Engage Career Services with prospects (see Career Services Plan).

2. Assist students with career exploration using job

placement software. 3. Create a master calendar of student events communicate

it to all employees. 4. Implement student fiscal responsibility course curriculum

into the on-boarding process.

VPHR, Career Services Coordinator, Director Retention,

Associate Dean Financial Aid

Fall, Spring on-boarding

of new students

Track the number of applications, yield and conversion rates. Create trend charts.

Y

I.D. Implement andragogy and (versus pedagogy) to attract and retain students. 4-A-6 4-B-1-4

1. Faculty professional development regarding the difference between how adults learn and how children learn.

VPAASE, VPHR, Faculty Every other year

Noel Levitz SSI CCSSE

Y

I.E. Implement the co-requisite Developmental Education Model, The Multiple Variables Placement Model, and The Ohio Math Pathways Model to scale. 3-B-1 3-D-1,2

1. Establish task force to design and recommend implementation structures.

2. Convert institutional processes to support the

implementation.

Deans of Instruction, VPAASE, Faculty

Fall, 2020 1) Persistence /completion rates in college level gatekeeper courses. 2) Persistence (term-to-term and FL-to-FL) and completion (course and program) rates. All courses term-to-term. 3) Compare co-requisite course success rates to non-co-requisite course persistence/completion rates.

Y

I.F. Revise the FYE Student Success Course and new student orientation process to engage students and augment their success. 3-D-1 3-D-2

1. Online orientations as well as on-ground. 2. Explore requiring orientation and the FYE course. 3. Revise content to be more relevant to success. (i.e. –

teaching students to use online registration. 4. Increase the number of students registering online. 5. Recruit and/or train faculty for the FYE course.

Director of Retention, FYE Orientation Staff, Deans,

VPAASE, Advisors, Faculty

Fall 2019 Increase of students registering online year over year.

Y

DRAFT

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I.G. Evaluate the academic relationship to the IR/IE Model to determine effect in managing process improvement at Belmont College. 2-B 4-A-6

1. Determine departmental effectiveness by assessing key performance indicators (KPI’s).

2. Formulate use of the Institutional Effectiveness Plan to enable the systematic assessment of KPI’s within and outside of academic departments.

3. Complete the Higher Learning Commission Assessment Academy (AA) to drive institution effectiveness and improvement.

4. Attend AA orientation and form an AA team. 5. Complete the AA.

President’s Staff, VPAASE, Deans, Assessment Academy

Members, VPHR

Spring 2019

June 2018 -June 2022

Departmental assessment plans found within an institutional IE plan. Common data sets. Systematic accurate imputing of data. Recalibration of data inputs to attain integrity. IE Plan implementation IE Plan Implementation

Y

I.H. Convert from the AQIP Accreditation Pathway to the Standard or Open Pathway. All core components.

1. Choose the pathway. 2. Implement the HLC Assurance system and provide

professional development for the college community. 3. Write the criterion arguments and evidence. 4. Name an institutional CQI Project.

President’s staff in collaboration with employees.

June, 2020 Written assurance arguments in the HLC e-system.

N

I.I. New Program Development. 4-A-4 3-C-1,2 3-B-1,3,4,5

1. Heavy Equipment Technician. 2. Applied Bachelors’ Degree in the Traditional

Construction Trades. 3. Agri-Business. 4. Applied Bachelor’s Degree Technical Operations

Management.

Faculty, VPAASE, Deans, Program Leads

Fall, 2021

Fall, 2020

Fall, 2020

ODHE approval letter. HLC approval letter.

Y

DRAFT

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II.A. Expand the use of technology to support student engagement processes. 3-D-4,5 5-A-1

1. Augment the BeConnected initiative to decrease textbook costs, cater to various learning styles and engage students in the learning process. a.Convert to a LMS that will make it easier to import the

resources and more “mobile” friendly. b.Utilize OhioLink Open Educational Resources.

2. Enhance the use and effectiveness of technology to support advising, coaching, institutional and college support services. a. Implement new integrated database system. b. Develop online advising. c. Utilize technology to keep students “on-path” verses

scheduling them for available courses.

Faculty, IT, VPAASE, Faculty Leads, Deans

FY 2018-2020

Price comparisons: 2017-2018 and 2019-2020

Implementation plan Spring 2019.

Y

II.B. Provide faculty and staff training to influence goal attainment and engage students in meaningful workforce connections. 5-A-4 3-C-4 3-C-6

1. Continue to participate in Student Success Leadership Training (SSLI).

2. Utilize the Retention Management System to track students across the curriculum if possible.

3. Design and implement faculty and staff professional

development sessions pertinent to strategic goal attainment.

Dean, Advisors, Director of Retention,

President’s staff, HR, IT

June, 2019

Annually at Fall Forum

Noel Levitz SSI every other year. CCSSE every other year.

Y

III.A. Augment student and employee engagement at the college; create the “Belmont Experience” and “Belmont Pride” for students and employees. 4-C-1-4

1. Advertise student success stories. 2. Welcome table available as planned per event. 3. Ancillary departments extended hours into the evening. 4. Healthy food service. 5. Mascot initiative.

All Fall 2019 Enrollment statistics, retention and completion rates.

Y

III.B. Improve College website to assist students to clearly understand program pathways, high demand workforce areas, improve image and ADA compliance, and make it easier to navigate and find information. 2-A,B

1. Revise layout of programs of study (POS) to show stackable credentials clearly and transfer pathways.

2. Clearly communicate 2+2 and 3+1 agreements associated with each POS.

3. Include outcomes, job description, and salaries associated with each credential. Videos.

4. Develop an interactive student engagement site with links to the POS.

T. Caldwell, VPAASE, VPMA, Faculty Leads, Career Services Coordinator, Faculty, Advisors

SG 2019 New ADA compliant website verified by the state. Improved transfer rates.

Y

DRAFT

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III.C. Include marketing and PR model to inform communities of program pathways. 2-A,B

1. Emphasize career ladders: short-term certificates, long-term certificates, Associate Degrees, articulation agreements with four-year institutions for a Bachelor’s Degree.

2. Utilize traditional, social media and innovative methods of communication depending upon the age targeted.

3. Communication and enrollment plans for off-campus sites.

Faculty Leads, Faculty Advisors, Recruitment and Retention staff,

IT, VPMA,VPAASE, CSC

Spring 2019

Examples of ads/ ways of communication.

HCC and MCC enrollment statistics.

N

IV.A. Augment credit hour enrollment through innovative tuition modeling. 1-A-3 1-D-2 5-A-2 5-A-5

1. Explore implementing cost-saving tuition plans to encourage students to take 15 credit hours per term and stay “on path.”

2. Implement a “Fifteen to Complete” campaign college-

wide. 3. Work with the Ohio Department of Higher Education to

implement alternative tuition models.

Finance, Deans, Advisors, VPAASE, Marketing

Fall 2019 •10% increase in number of students taking 15 or more credit hours/term. •Decrease time-to-

completion. •4% decrease in the cost

of a credential. •15% increase in course

and 20% increase in program completion rates.

Y

IV.B. Design and implement a budget process which research drives the planning process and where planning drives the allocation of resources to budged priorities. 5-C-1,2,3,4,5 5-D-1,2

1. Design and implement a college research/ institutional effectiveness plan.

2. Time research so it can inform planning and budgeting. 3. Revise the current budget process and time the

institutional effectiveness calendar to precede planning and budgeting.

President’s staff in collaboration with IR and department heads.

2019-2020 budget process

Written institutional Effectiveness Model and budget process.

N

V.A. Augment the Workforce Development Department Programming 3-B-1 3-B-3 3-B-4 3-B-5 4-A-4 4-B-1-4

1. Expand CDL enrollment by seeking a local training pad subsidizing cost by collaborating with industry partners.

2. Expand STNA classes in all three counties. 3. Complete a baseline assessment of business and industry

needs and establish new program priorities. 4. Develop a Water Management program. 5. Have the Work Force Development Department generate

monthly revenue/expense reports and analyze. 6. Collaborate with program leads, faculty, and the college

Bookstore Manager to initiate innovative modeling for programs and curriculum resources.

7. Incubate stackable curriculum.

WFD Director, Faculty, WFD staff, Campus Shop, Engineering

Faculty

Ongoing

Fall, 2019

June, 2019

Ongoing Monthly Ongoing Ongoing

CDL enrollment>10 students/ month. STNA Enrollment> 8/ class, with 3 classes/ year in each county. Increase revenue to attain a 55-60% overall profit margin.

Y

DRAFT

34

14


V.B. Provide a facilities structure to adequately serve student learning needs and workforce demand. 3-D-4 5-A-1-2

1. Assess the effectiveness of current off-campus locations. 2. Increase enrollment at Monroe County and Harrison

County: a. Academic advising rotation schedule/implement

online advising. b. Augment the advertising recruitment functions. c. Implement degree completion plans.

3. Assess the feasibility of alternative locations to better serve prospective students.

4. Investigate the HVAC, welding and BPR programs at alternative locations.

5. Partner with the Ohio Facilities Construction Commission Office (OFCC) for the planning phase funded by the Capital Plan awarded allocation.

6. Develop and implement natural sciences lab safety guidelines.

Finance, VPAASE, Deans, Director of Trades, Academic

Advisors, Program Leads

Marketing, Recruiting

OFCC, President’s Staff

Security, Nursing Administration, VPAASE

See safety and Security Plan

June 2019

January 2019

Fall 2018

December 2018

Enrollment Statistics by term. Retention Statistics by term. Written facilities plan for submission in Capital Plan 2021-2026. Guidebook.

N

DRAFT

35

15

Administrative Affairs/Security


VI.A. Design and implement a Behavior Intervention Team for conduct issues on and off campus.

1.Review and summation of the Book, BIT: Behavioral Intervention Team (completed already).

2.Policy for Team. 3.Design of Team and members. 4.Meetings to design program. 5.Program presented to President’s Staff for their review and

approval. 6.Training of all employees as to program specifics. 7.Program implemented.

VP Academics

Deans of Instruction

Director of Operations HR

4 months to complete design.

3 months for training

staff to implement.

Spring 2019

Reduction in the severity of conduct issues by pro-actively addressing issues prior to compounding and escalation.

N

VI.B. Review, modify and approve pending policies related to safety and security.

1.All prepared policies are reviewed by Director of Operations to ensure they are still current and up to date.

2.Policies are presented to Presidents Staff for review and approval and or recommended changes.

3.Policies presented to BOT for approval. 4.Approved policies announced to the college community. 5.Begin enforcement of policies.

President’s Staff

Administrative Affairs and Policy Coordinator

Director of Operations

6 months

Spring 2019

Changes in problem behaviors or issues which necessitated the need for the policies.

N

VI.C. Review all Safety Manuals and Procedures due to changes in the Main Campus facility as well as changes in the personnel structure of the college.

1.All safety manuals and procedures updated by Director of Operations.

2.President’s staff to review all manuals and procedures for changes they deem necessary.

3.Final Safety Manual approved by President’s Staff then forwarded to BOT for their approval. Procedures approved by President’s Staff only.

4.Approved Safety Manual uploaded to college intranet. 5.College employees notified of updated Safety Manual and

specific aspects of changes for their review.

President’s Staff

Director of Operations

6 months

Spring 2019

Approval by our liability insurance carrier, the Bureau of Workers Compensation, State and local Fire Safety Inspectors.

N

VI.D. Review the new Main Campus layout with area law enforcement and fire departments to ensure readiness during emergencies on campus.

1.Contact first responders who cover Main Campus buildings (completed in June 2018).

2.Provide tours of Main building pointing out changes to facility (Cumberland Trail Fire District completed in June 2018, Belmont County Sheriff Office contacted, awaiting them to decide a date to come to the facility).

3.Provide weekend/ evening training within the confines of the facility to the first responders in order so they practice responses to and within the college.

Director of Operations Ongoing

Spring 2019

Improved response time to the incidents on campuses as emergency responders will have a better idea of locations on our campuses.

N

DRAFT

36

16

Administrative Affairs/Campus Shop


VII.A. Seek new revenue to make up for losses due to reduction of textbook costs: Increase sales and revenue by updating product lines and new services.

1.Register for and attend trade shows at Columbus Gift Mart to find new products.

2.Schedule store visits to gain new product line ideas and merchandising ideas.

3.Research new services to enhance customer service and store profitability.

4.Stay current on industry trends by attending association meetings, following industry forum and perusing industry publications.

5.Clear old merchandise to increase open to buy dollars and floor space.

6.Work with workforce development and other college departments to expand inventory for resale.

Campus Shop Ongoing Compare year-to-year sales and profit margin on affected merchandise classes.

N

Administrative Affairs/Financial


VIII.A. Design, implement and evaluate an innovative tuition model to charge tuition.

1. Research similar school tuition models. 2. Research incentivizing students for retention to

graduation.

VP Administrative Affairs Controller Presidents Staff

Ongoing N

VIII.B. Design, implement and evaluate a model in which we use research to drive planning activities for the budget structure.

1. Base budget on future goals not historical data. 2. Align budget with long-term goals.


Ongoing N

VIII.C. Create a plan to expand revenue sources to optimize financial resources.

1. Maximize opportunities for SSI reimbursements. 2. Minimize dependency on SSI.


Ongoing N

DRAFT

37

17

Administrative Affairs/Facilities


IX.A. Ensure that facilities meet the needs of the college and specialized programs.

1. Examine Summer usage of facilities. Presidents staff Fall 2018 Cost benefit analysis. N

IX.B. Pursue options to vacate and replace operations in the Leased Facilities.

1. Use funding from 19/24 Capital Plan for planning purposes (500,000).

Presidents staff, Director of Maintenance

Fall 2019 Plan. N

IX.C. Prepare a deferred maintenance schedule for all college facilities with associated costs.

1. Review facilities tickets for reoccurring mechanical system problems.

2. Review current maintenance agreements. 3. Review current maintenance service records. 4. Review literature concerning useful life of facilities

equipment.

Vice President Administrative Affairs

Facilities staff

January 2019 Reduced maintenance cost.

N

IX.D. Seek out a vendor for campus food services.

1. Prepare RFP (request for proposal) and publish in local newspaper/electronic media. (Pursue the Market C Concept for Vending Operations).

Vice President Administrative Affairs

Administrative Affairs and Policy Coordinator

Spring 2019 Survey of satisfied customers.

N

DRAFT

38

18

Human Resources


X.A. Finalize a Human Resources performance Scorecard. 2A & AB

1. Define Metrics. 2. Track Quarterly. 3. Publish for College Community.

Human Resources Fall 2019 Make the College Community aware of our demographics and how they drive what Human Resources does. The scorecard will then be assessed annually to ensure we are tracking the right demographics. This goal will support the Academic Mission by having a documented process of Assessment for HR Metrics.

N

X.B. Automate employment contracts through our HRIS (Jenzabar) system. 5A

1. Investigate the use of online time cards. 2. Receive training on how to implement and use the

system to its full capabilities. 3. Create a protocol that can be used for troubleshooting.

Human Resources IT

Finance

End of Fall Semester

2021

This is a huge undertaking that would reshape the way we do business but would drive internal efficiencies.

Y

X.C. Create, Implement, and Execute a Training Plan and Calendar.

5C

1. Determine our training needs. 2. Determine the workload and resources. 3. Hire a Part Time or Full Time HR Rep. 4. Create a Training Plan Calendar. 5. Determine what can be done internally vs. externally.

President’s Staff All Employees

End of Fall Semester

2021

This goal will support the Academic Mission by documenting and demonstrating our commitment to professional development of all employees.

Y

D

RAFT

39

19

IR/IE, Recruiting


X.D. IR/IE function should become the backbone of our data-centric, data-informed culture.

1. Investigate and Plan for what the IR/IE function should look like and be responsible for.

2. Partner with Academic Affairs to ensure all HLC requirements are met.

President’s Staff End of Fall 2018

Metrics to be developed based on College and Academic Affairs needs.

Y

X.E. Hire Recruiting Staff. 5A-1

1. Determine future needs & budgetary constraints.

2. Develop a College level Succession Plan.

3. Hire Staff.

President’ Staff End of Fall Semester - Ongoing

The outcome measure of success would be to determine the needs and then hire the appropriate and agreed upon staff. This goal will support the Academic Mission by providing us with a defined plan of staffing and resources to support the Recruitment function and objectives.

Y

DRAFT

40

20


X.F. Communication Flow to prospective students. 5A-4

1.Centralize to Recruiting.

2.Transition from the multiple departments. 3.Use Human Resources Information Systems (HRIS)

system to track prospective students. 4.Create a College wide recruiting events calendar.

President’s Staff Recruiting

HR IT

End of Fall Semester –

2019 to Ongoing

The outcome measure of success would be to streamline the flow of student applicants and track their status (Metric creation listed as another goal). This goal will support the Academic Mission by having a documented process to demonstrate the effectiveness of the Recruitment function, which will allow us to continually review and adjust as needed.

N

X.G. Recruiting Metrics. 5A-4

1.Determine what we want to track. 2.Start to track and document what is determined. 3.Share the results with College Community. 4.Flow chart the steps to enroll from inquiry to registration and distribute.

Recruiting IT HR

End of Fall Semester –

2018 to Ongoing

The outcome measure of success would be to determine what metrics we deem important, track them, and share the results. This would help to provide trend data and better to help project enrollment. This goal will support the Academic Mission by having a documented process to demonstrate the effectiveness of the Recruitment function, which will allow us to continually review and adjust as needed.

N

DRAFT

41

21


X.H. Relationship Building. 5B

1. Build, Begin, or Rebuild relationships with K12 Guidance Counselors.

2. Annual luncheon. 3. Assign recruiters to various schools. 4. More (monthly) on site recruiting visits. 5. Marketing materials. 6. Sell them on Belmont.

HR Recruiting Advisors

Immediately to on-going

The outcome measure of success would be to increase the percentage of HR seniors who then enroll to Belmont College. This would be a 2-step process in terms of metric tracking. First we need to track the 2018 Seniors who enroll, so that we can begin to keep the statistics in 2019 and moving forward. This goal will support the Academic Mission but creating a collaborative approach with our K12 school systems to further enhance the Belmont brand.

Y

D

RAFT

42

22

Advancement


XI.A. Implement an Annual Fund appeal to raise funds through the Belmont College Foundation to support the general operational costs of Belmont College. XI.B. Identify a list of prospects for solicitation through an annual fund appeal.

1.Evaluate contact information available through internal records of the college.

2.Set criteria for inclusion in the appeal. 3.Purchase updated contact information for alumni from

a third party vendor. 4.Explore the purchase of qualified donor contact

information from a third party vendor. 5.Identify sectors within the prospect list as follows:

Belmont College Employees, Belmont College Board of Trustees, Belmont College Foundation Board, alumni, and community at-large.

Marketing, DBA, Registrar Fall 2018 Identify a list of at least 1,500 prospects.

N

XI.C. Enable online giving through the Belmont College Foundation website.

1.Evaluate current online giving form for suitability. 2.Make any necessary modifications to the form. 3.Ensure functionality and security of online giving

transactions.

Marketing, IT Fall 2018 Online giving test functions properly.

N

XI.D. Launch Employee Division. 1-A 5-A-1

1.Solicit Belmont College Employees for annual gifts though direct mail.

2.Solicit Belmont College Employees for annual gifts though email.

3.Process gifts. 4.Thank every donor.

VPMA, Marketing, Controller, President’s Office

Ongoing 2018-2020

Increase employee giving by 50% each year for three years.

N

XI.E. Launch Board of Trustees Division. 1-A 5-A-1

1.Solicit Belmont College Board of Trustees for annual gifts though direct mail.

2.Solicit Belmont College Board of Trustees for annual gifts though email.

3.Process gifts.

4.Thank every donor.


Ongoing 2018-2020

50% participation in year one. 75% participation in year two. 100% participation in year three.

N

DRAFT

43

23


XI.F. Launch Foundation Board Division. 1-A 5-A-1

1.Solicit Belmont College Foundation Board for annual gifts though direct mail.

2.Solicit Belmont College Foundation Board for annual gifts though email.

3.Process gifts.



Ongoing 2018-2020

50% participation in year one. 75% participation in year two. 100% participation in year three.

N

XI.G. Launch Alumni Division. 1-D-1, 3 5-A-1

1.Solicit Belmont College Alumni for annual gifts though direct mail.

2.Solicit Belmont College Alumni for annual gifts though email.

3.Process gifts.



Ongoing 2018-2020

10 gifts in year one. 20 gifts in year two. 30 gifts in year three.

N

XI.H. Launch Community Division. 1-B-1, 2, 3 1-D-1, 3 5-A-1

1.Solicit the community for annual gifts though direct mail.

2.Solicit the community for annual gifts though email.

3.Process gifts.



Ongoing 2018-2020

10 gifts in year one. 20 gifts in year two. 30 gifts in year three.

N

DRAFT

44

24

Marketing


To become the dominant presence of higher education in our local communities and expand our area of influence, reputation, and recruiting beyond our three county service area to become a regionally known choice for higher education on-site and online education:

XII.A. Place advertising in population centers in Belmont, Harrison, and Monroe counties. 1-D-1, 3 5-C-1

1.Use data from the State of Ohio Development Services Agency (ODSA) to identify the greatest population centers in the Belmont College service district.

2.From the population centers identified using ODSA data; choose three to five geographical areas and/or incorporated cities and villages in each county of the Belmont College service district to be targeted with advertising.

3.Research traditional (paid ads) and non-traditional (key sponsorships of locally significant community events or initiatives that would offer high profile recognition) advertising opportunities that are available within the targeted areas.

4.Using the population, employment, and other demographic data from ODSA, realign a portion of the current advertising budget to account for increased advertising placement in these areas.

5.Compare the available advertising opportunities with budgeted funds to determine the placement of advertising.

6.Secure the desired advertising space. 7.Create new artwork tailored to the advertising location(s).

VPMA, Marketing

Spring, 2019 Number of advertising locations and sponsorships of community events and initiatives by county in Belmont, Harrison, and Monroe Counties to meet or exceed three locations in each county.

Y

XII.B. Expand the footprint of our advertising area to reach population centers outside of, but adjacent to the Belmont College service district. 1-D-1, 3 5-C-1

1.Use data from the State of Ohio Development Services Agency (ODSA) and the West Virginia Department of Commerce (WVDC) to identify the greatest population centers in counties adjacent to and in the proximity of the Belmont College service district.

2.From the population centers identified using ODSA and WVDC data, choose one to three geographical areas and/or incorporated cities and villages in Carroll, Guernsey, Jefferson, Nobel, and Tuscarawas counties in Ohio and Brooke, Ohio, and Marshall counties in West Virginia to be targeted with advertising.

3.Research traditional (paid ads) and non-traditional (key sponsorships of locally significant community events or initiatives that would offer high profile recognition) advertising opportunities that are available within the targeted areas.

4.Using the population, employment, and other demographic data from ODSA and WVDC, realign a portion of the current advertising budget to account for increased advertising placement in these areas.

5.Compare the available advertising opportunities with budgeted funds to determine the placement of advertising.

6.Secure the desired advertising space. 7.Create new artwork tailored to the advertising location(s).

VPMA, Marketing

Spring, 2020 Number of advertising locations and sponsorships of community events and initiatives by county in Carroll, Guernsey, Jefferson, Nobel, and Tuscarawas counties in Ohio and Brooke, Ohio, and Marshall counties in West Virginia to meet or exceed one location in each county.

Y

DRAFT

45

25

Information Services


XIII.A. Implement and maintainrelevant technology to better enhance and support the college mission.

3,D 5.A5.C5.D

1.Assess the state of the technology hardware currentlyimplemented throughout the college.

2.Develop appropriate lifecycle replacement schedulewith values.

3.Retire technology hardware that is no longer viable.4.Allocate/reallocate appropriate funds during the

budgeting process. 5.Set process timeline with key activities.

Information Services 2020 - Ongoing

% of technology hardware not in compliance with the appropriate lifecycle replacement schedule.

< 5% of technology hardware out of compliance with the appropriate lifecycle replacement schedule.

Y

XIII.B. Develop annual IT MasterPlan.

5.B5.C5.D

1.Validate List of Potential Projects for Each CollegeDepartment.

2.Capture Project Details via Project Requests Tool.3.Work with project Owners to Finalize Project Details.4.IT Governance team works with Information Services

to Prioritize/Score Projects and Finalize Recommendations.

5. President’s Staff Review/Approval of Projects.6.Publish the Plan And Continually Update Plan Details.

Information Services, President’s Staff, IT Governance

Team

2019 - Ongoing

On-time completion of the annual IT Master Plan.

% of projects in the IT Master Plan completed.

N

XIII.C. Improve delivery of onlinecourses.

3.D5.A

1.Implement mobile friendly Course ManagementSystem.

Information Services, Dean of Instruction

2019 Spring Increase the number of online courses offered.

Increase the number of complete online programs offered.

Y

XIII.D. Develop Internal Training.

5.D

1. Assess training needs of the College.2. Develop internal training schedule.3. Provide regularly scheduled Training sessions.4. Provide mandatory training for mission critical

systems.

President’s Staff, Information Services, Academics

Ongoing Completed Schedule. Completed training.

N

*VPAASE = Vice President of Academics and Student EngagementVPHR = Vice President of Human ResourcesVPA/A = Vive President of Administration AffairsIT = Executive Director of Information Systems, Information TechnologiesVPMA = Vic President of MarketingSEM = Strategic Enrollment ManagementD

RAFT

46



TRANSFER FROM UNEXPENDED PLANT FUND UN-APPROPRIATED FUND BALANCE TO UNEXPENDED PLANT FUND STORAGE ARRAY UPGRADE APPROPRIATION

47

AGENDA ITEM C-3: TRANSFER FROM UNEXPENDED PLANT FUND UN-APPROPRIATED

FUND BALANCE TO UNEXPENDED PLANT FUND STORAGE ARRAY UPGRADE

APPROPRIATION BOARD OF TRUSTEES MEETING DATE: JULY 26, 2018

The Administration was notified in January during the normal renewal process that the storage array controllers are going end of support in August.

Present-day technology has been through several improvements and is much more advanced since the existing storage was installed in 2011. Currently, our servers are 99% virtualized running 46 virtual servers and over 250 virtual desktops, all utilizing the storage array. We would like to move away from legacy spinning disks to a high-performance all flash array for improved performance and efficiencies.

The Administration is asking the Board of Trustees for an appropriation of $100,000 from the Unexpended Plant Fund Un-Appropriated Fund Balance to the Unexpended Plant Fund Storage Array Upgrade Appropriation to move forward. Funds will be used for the purchase of the storage array and any contingency items relating to its installation.

RECOMMENDATION: The Administration is recommending the Board approve the fund balance transfer in the amount of $100,000 from the Unexpended Plant Fund Un-Appropriated Fund Balance to the Unexpended Plant Fund Storage Array Upgrade Appropriation.


48



Purchase of Storage Array Upgrade

49

AGENDA ITEM C-4: PURCHASE OF STORAGE ARRAY UPGRADE

BOARD OF TRUSTEES MEETING DATE: JULY 26, 2018

The Administration is asking approval to purchase a storage array upgrade from Chi Corporation in the amount of $87,697.00 by using State Term Contracts with funds from the Unexpended Plant Fund Storage Array Upgrade Appropriation. Pricing has been sought from multiple vendors for various solutions and range from $87,697.00 to $372,584.54 including 3 – 5 years of support and maintenance. The specifications for the storage array to be purchased are shown below:

Hitachi Data Systems VSP F350

128 GB Cache 15 open SFF slots

600K IOPS Scalable to 1.4 PB

30.3TB (base 10) raw, 20.63TiB (base 2) usable 16Gps Fiber channel and 10Gbps iSCSI

1 X 3.8TB SSD SFF Raid 6 6D+2P 20.63TiB usable (8 total) 100% uptime guarantee

1 X 3.8TB SSD Spare drive1 5 yr Premium Warranty and Support included

In accordance with Board of Trustee 300.1100.00 Competitive Bidding Policy and Belmont College Operating Policy 330.0100.11 Purchasing as indicated in the excerpts below, this purchase meets the criteria of an exception and would waive the competitive bidding requirement:

The College will competitively bid any single purchase of goods or services that will result in payment of twenty-five thousand dollars $25,000.00 or more to a single vendor within a given fiscal year.

Exceptions from Bidding: 1. State Contract Items2. Competitively Bid Consortium Items3. Sole Source Purchases

RECOMMENDATION: The Administration is recommending the Board approve the purchase of Hitachi Data Systems VSP F350 from Chi Corporation in the amount of $87,697.00 from the Unexpended Plant Fund Storage Array Upgrade Appropriation.


50

TAB D CONSENT AGENDA

Monitoring Activities

51

TAB D-1 CONSENT AGENDA


June 2018 Financials

52

AGENDA ITEM D-1: JUNE 2018 FINANCIALS Board of Trustees Meeting Date: July 26, 2018

FINANCIAL REPORTS:

The cash position of the College as of June 30, 2018 is as follows:

Checking Account $ 202,066.00

Certificates of Deposit $ 5,119,076.30

STAR Ohio/Plus $ 1,374,881.44

Savings $ 290,956.42

Total Temporary Investments $ 6,784,914.16

03.40

Total Cash and Temporary Investments $ 6,986,980.16

The Budget Report shows the following:

This Year % Year

% Recorded Completed

Budgeted Revenues 90.0% 100.0%

Budgeted Expenditures 88.9% 100.0%

1. The Unexpended Plant Fund Report is in the amount of $626,297.03.

2. The Repair and Replacement Fund Report (Plant Fund) is in the amount of $519,655.00.

3. The Board Appropriated Fund Report is in the amount of $1,984,835.34.

4. The Start up Fund is in the amount of $97,600.18.

RECOMMENDATION: It is recommended that the Board accept the financial reports for June 2018 as

presented.

SUBITTED BY: John S. Koucoumaris, Vice President Administrative Affairs

53

Belmont CollegeCondition of Funds Summary

June 30, 2018

General Fund Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18

Beginning Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (4,958,545.02)$ (4,928,645.99)$ (4,861,980.74)$ (4,575,113.15)$ (4,687,544.00)$ (4,789,088.51)$ (4,427,453.39)$ (3,940,178.38)$ (2,771,110.21)$ (2,587,080.16)$ (2,299,725.36)$ (2,483,631.53)$ (2,329,658.26)$

Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,140,212.17 1,182,619.51 1,684,364.48 2,580,544.53 1,375,794.93 2,160,449.64 2,135,721.72 3,272,485.95 2,895,002.18 2,099,515.60 1,042,123.47 1,198,597.40 1,138,530.63

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (3,818,332.85)$ (3,746,026.48)$ (3,177,616.26)$ (1,994,568.62)$ (3,311,749.07)$ (2,628,638.87)$ (2,291,731.67)$ (667,692.43)$ 123,891.97$ (487,564.56)$ (1,257,601.89)$ (1,285,034.13)$ (1,191,127.63)$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,110,313.14 1,115,954.26 1,397,496.89 2,692,975.38 1,477,339.44 1,798,814.52 1,648,446.71 2,103,417.78 2,710,972.13 1,812,160.80 1,226,029.64 1,044,624.13 1,250,131.76

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (4,928,645.99)$ (4,861,980.74)$ (4,575,113.15)$ (4,687,544.00)$ (4,789,088.51)$ (4,427,453.39)$ (3,940,178.38)$ (2,771,110.21)$ (2,587,080.16)$ (2,299,725.36)$ (2,483,631.53)$ (2,329,658.26)$ (2,441,259.39)$

Auxiliary Enterprise Fund

Beginning Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,053,150.45$ 2,035,847.54$ 2,033,953.38$ 2,091,290.64$ 2,062,239.90$ 2,045,626.60$ 2,035,290.38$ 1,999,903.86$ 2,088,490.45$ 2,049,992.81$ 2,032,201.49$ 2,021,125.44$ 2,031,525.08$

Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24,743.89 13,847.92 409,710.89 18,908.26 14,330.10 3,726.21 37,109.63 244,947.44 8,980.73 9,745.98 17,318.08 57,006.57 25,855.45

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,077,894.34$ 2,049,695.46$ 2,443,664.27$ 2,110,198.90$ 2,076,570.00$ 2,049,352.81$ 2,072,400.01$ 2,244,851.30$ 2,097,471.18$ 2,059,738.79$ 2,049,519.57$ 2,078,132.01$ 2,057,380.53$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42,046.80 15,742.08 352,373.63 47,959.00 30,943.40 14,062.43 72,496.15 156,360.85 47,478.37 27,537.30 28,394.13 46,606.93 36,226.81

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,035,847.54$ 2,033,953.38$ 2,091,290.64$ 2,062,239.90$ 2,045,626.60$ 2,035,290.38$ 1,999,903.86$ 2,088,490.45$ 2,049,992.81$ 2,032,201.49$ 2,021,125.44$ 2,031,525.08$ 2,021,153.72$

Restricted Fund

Beginning Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245,423.14$ 211,909.71$ 207,473.93$ 246,420.51$ 175,292.50$ 187,238.26$ 254,353.75$ 250,825.36$ 247,341.32$ 242,817.35$ 217,540.67$ 215,003.52$ 204,767.65$

Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48,811.02 185,452.70 58,942.60 825,722.49 135,627.31 83,116.05 10,389.86 6,869.12 802,018.45 25,579.88 30,183.82 3,977.00 35,852.62

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294,234.16$ 397,362.41$ 266,416.53$ 1,072,143.00$ 310,919.81$ 270,354.31$ 264,743.61$ 257,694.48$ 1,049,359.77$ 268,397.23$ 247,724.49$ 218,980.52$ 240,620.27$


Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211,909.71$ 207,473.93$ 246,420.51$ 175,292.50$ 187,238.26$ 254,353.75$ 250,825.36$ 247,341.32$ 242,817.35$ 217,540.67$ 215,003.52$ 204,767.65$ 202,063.56$

Development Fund


Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207.85 - 1,003.86 332.03 1,331.58 1,041.94 - 646.78 - 1,188.15 648.39 1,500.48 385.12

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96,487.13$ 96,174.13$ 97,177.99$ 95,010.02$ 95,797.92$ 96,839.86$ 96,471.53$ 97,118.31$ 97,118.31$ 97,996.46$ 98,095.80$ 99,596.28$ 99,981.40$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313.00 - 2,500.00 543.68 - 368.33 - - 310.00 549.05 - - -

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96,174.13$ 96,174.13$ 94,677.99$ 94,466.34$ 95,797.92$ 96,471.53$ 96,471.53$ 97,118.31$ 96,808.31$ 97,447.41$ 98,095.80$ 99,596.28$ 99,981.40$

Endowment Fund

Beginning Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . (1,411.20)$ -$ -$ -$ -$ -$ -$ -$ (500.00)$ -$ -$ -$ -$

Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,411.20 - 231.30 5,961.00 - - - 7,612.73 6,074.00 - 1,800.00 - -

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -$ -$ 231.30$ 5,961.00$ -$ -$ -$ 7,612.73$ 5,574.00$ -$ 1,800.00$ -$ -$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - - 231.30 5,961.00 - - - 8,112.73 5,574.00 - 1,800.00 - -

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -$ -$ -$ -$ -$ -$ -$ (500.00)$ -$ -$ -$ -$ -$

Unexpended Plant Fund


Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - - 60,973.00 - 5,067.12 60,973.00 - - 60,973.00 - - 60,972.00 -

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237,006.39$ 237,006.39$ 297,979.39$ 297,979.39$ 297,979.39$ 108,952.39$ 108,952.39$ 108,952.39$ 169,925.39$ 169,925.39$ 169,925.39$ 230,897.39$ 229,891.91$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - - - 5,067.12 250,000.00 - - - - - - 1,005.48 -

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237,006.39$ 237,006.39$ 297,979.39$ 292,912.27$ 47,979.39$ 108,952.39$ 108,952.39$ 108,952.39$ 169,925.39$ 169,925.39$ 169,925.39$ 229,891.91$ 229,891.91$

Investment in Plant

Beginning Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - - - - - - - - - - - - -

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - - - - - - - - - - - - -

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$

Plant Fund

Beginning Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,730,890.49$ 2,720,247.99$ 2,611,459.64$ 2,495,463.61$ 2,478,983.96$ 3,016,316.67$ 2,432,777.39$ 1,736,218.44$ 922,319.20$ 486,435.16$ 226,157.28$ 274,249.77$ 222,365.58$

Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . - - - - 574,830.66 302,557.98 - - - 168,310.04 222,867.98 107,647.07 135,645.06

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,730,890.49$ 2,720,247.99$ 2,611,459.64$ 2,495,463.61$ 3,053,814.62$ 3,318,874.65$ 2,432,777.39$ 1,736,218.44$ 922,319.20$ 654,745.20$ 449,025.26$ 381,896.84$ 358,010.64$


Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,720,247.99$ 2,611,459.64$ 2,495,463.61$ 2,478,983.96$ 3,016,316.67$ 2,432,777.39$ 1,736,218.44$ 922,319.20$ 486,435.16$ 226,157.28$ 274,249.77$ 222,365.58$ 90,234.80$

All Funds


Add Receipts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,215,386.13$ 1,381,920.13$ 2,215,226.13$ 3,431,468.31$ 2,106,981.70$ 2,611,864.82$ 2,183,221.21$ 3,532,562.02$ 3,773,048.36$ 2,304,339.65$ 1,314,941.74$ 1,429,700.52$ 1,336,268.88$

Total Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,618,179.66$ 1,754,459.90$ 2,539,312.86$ 4,082,187.30$ 2,523,332.67$ 3,215,735.15$ 2,683,613.26$ 3,784,755.22$ 4,465,659.82$ 2,763,238.51$ 1,758,488.62$ 1,724,468.91$ 1,794,757.12$

Less Disbursements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,245,639.89$ 1,430,373.17$ 1,888,593.87$ 3,665,836.33$ 1,919,462.34$ 2,715,343.10$ 2,431,420.06$ 3,092,143.76$ 4,006,760.96$ 2,319,691.63$ 1,463,720.23$ 1,265,980.67$ 1,592,691.12$

Ending Balance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 372,539.77$ 324,086.73$ 650,718.99$ 416,350.97$ 603,870.33$ 500,392.05$ 252,193.20$ 692,611.46$ 458,898.86$ 443,546.88$ 294,768.39$ 458,488.24$ 202,066.00$

Temporary Investments:

Certificates of Deposit

General Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,899,743.72$ 5,899,743.72$ 5,633,216.47$ 5,633,216.47$ 5,658,374.45$ 5,660,728.54$ 5,024,530.16$ 5,024,530.16$ 5,029,538.27$ 4,761,701.50$ 4,497,739.66$ 4,499,856.45$ 4,192,559.85$

Restricted Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36,148.47$ 36,148.47$ 36,148.47$ 36,148.47$ 36,148.47$ 36,148.47$ 36,148.47$ 36,148.47$ 36,293.33$ 36,293.33$ 36,293.33$ 36,293.33$ 36,293.33$

Development Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101,026.90$ 101,026.90$ 101,026.90$ 101,026.90$ 101,536.46$ 101,536.46$ 101,536.46$ 101,536.46$ 101,536.46$ 101,536.46$ 102,158.67$ 102,158.67$ 102,158.67$

Endowment Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139,520.98$ 112,332.48$ 112,332.48$ 112,332.48$ 112,332.48$ 110,502.35$ 110,532.88$ 110,532.88$ 108,644.25$ 108,644.25$ 108,644.25$ 108,644.25$ 108,644.25$

Unexpend Plant Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -$ -$ -$ -$ 250,000.00$ 250,000.00$ 250,000.00$ 250,000.00$ 250,000.00$ 250,000.00$ 250,000.00$ 250,000.00$ 250,000.00$

R&R Plant Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,127,590.88$ 2,127,590.88$ 2,132,591.83$ 2,132,591.83$ 1,560,670.54$ 1,260,586.92$ 1,053,302.39$ 1,053,302.39$ 1,054,624.72$ 888,523.78$ 670,100.46$ 565,054.11$ 429,420.20$

Total Certificates of Deposit 8,304,030.95$ 8,276,842.45$ 8,015,316.15$ 8,015,316.15$ 7,719,062.40$ 7,419,502.74$ 6,576,050.36$ 6,576,050.36$ 6,580,637.03$ 6,146,699.32$ 5,664,936.37$ 5,562,006.81$ 5,119,076.30$

STAR Ohio Plus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,569,715.84$ 2,572,159.14$ 2,574,719.23$ 2,977,275.97$ 2,980,340.63$ 2,983,374.62$ 2,986,701.10$ 1,489,164.33$ 1,990,554.78$ 1,493,205.31$ 1,745,469.29$ 1,372,697.71$ 1,374,881.44$

Savings Accounts

General Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 364,332.59$ 364,332.59$ 364,332.59$ 614,579.20$ 614,579.20$ 114,579.20$ 114,801.64$ 114,801.64$ 114,801.64$ 114,898.23$ 114,898.23$ 114,898.23$ 115,004.54$

Endowment Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2,871.38$ 30,126.11$ 29,894.81$ 23,946.84$ 23,946.84$ 26,146.84$ 26,164.62$ 33,777.35$ 31,252.35$ 31,292.42$ 29,492.42$ 29,492.42$ 29,546.76$

Unexpend Plant Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145,760.50$ 145,760.50$ 145,760.50$ 145,851.37$ 145,851.37$ 145,851.37$ 145,954.29$ 145,954.29$ 145,954.29$ 146,140.31$ 146,140.31$ 146,140.31$ 146,405.12$

Total Savings Accounts 512,964.47$ 540,219.20$ 539,987.90$ 784,377.41$ 784,377.41$ 286,577.41$ 286,920.55$ 294,533.28$ 292,008.28$ 292,330.96$ 290,530.96$ 290,530.96$ 290,956.42$

Total Cash and Temporary Investments: 11,759,251.03$ 11,713,307.52$ 11,780,742.27$ 12,193,320.50$ 12,087,650.77$ 11,189,846.82$ 10,101,865.21$ 9,052,359.43$ 9,322,098.95$ 8,375,782.47$ 7,995,705.01$ 7,683,723.72$ 6,986,980.16$ 54

Belmont CollegeRevenue and Expenditures

for the Month Ending

June 30, 2018

(General Fund)

Final Actual % of Final Original Actual % of Budget

Actual to Date Actual Budget to Date to Date

REVENUE

Board of Regents $4,868,018 $4,868,018 100.0% $4,511,429 $4,496,526 99.7%

State Dept of Educ $0 $0 0.0% $0 $0 0.0%

Tuition $2,755,414 $2,755,414 100.0% $2,855,356 $2,624,598 91.9%

Other Student Fees $2,269,823 $2,269,823 100.0% $2,466,950 $1,703,401 69.0%

Sales and Service $0 $0 0.0% $0 $0 0.0%

Miscellaneous $104,570 $104,570 100.0% $117,500 $132,827 113.0%

TOTAL REVENUE $9,997,825 $9,997,825 100.0% $9,951,235 $8,957,352 90.0%

EXPENDITURES

Instructional $3,628,501 $3,628,501 100.0% $3,972,307 $3,286,809 82.7%

Public Services 4,141 $4,141 100.0% 6,732 5,593 83.1%

Academic Support 727,484 $727,484 100.0% 886,825 756,489 85.3%

Student Services 507,330 $507,330 100.0% 569,082 553,042 97.2%

Institutional Support 2,952,515 $2,952,515 100.0% 3,166,572 3,098,067 97.8%

Oper/Maint Plant 1,030,614 $1,030,614 100.0% 1,104,717 897,266 81.2%

Financial Aid 419,801 $419,801 100.0% 458,000 434,439 94.9%

TOTAL EXPENDITURES $9,270,385 $9,270,385 100.0% $10,164,235 $9,031,704 88.9%

DIFFERENCE $727,440 $727,440 ($213,000) ($74,353)

BOARD APPROPRIATIONS

Budget Stabilization Funds 213,000 $74,353

- -

12/12 = 100.0%

2017-20182016-2017

55

Belmont CollegeSalaries, Benefits, Operating Expenses

for the Month Ending

June 30, 2018

(General Fund)

Salaries Benefits Operations TOTAL

Budget YTD Budget YTD Budget YTD Budget YTD

Actual Actual Pct Actual Actual Pct Actual Actual Pct Actual Actual Pct

Instruction 17-18 3,006,111 2,433,724 81.0% 708,490 660,549 93.2% 257,706 192,536 74.7% 3,972,307 3,286,809 82.7%

16-17 2,760,412 2,760,412 100.0% 657,216 657,216 100.0% 210,872 210,872 100.0% 3,628,501 3,628,501 100.0%

15-16 3,519,423 3,519,423 100.0% 643,424 643,424 100.0% 193,554 193,554 100.0% 4,356,401 4,356,401 100.0%

14-15 2,990,713 2,990,713 100.0% 652,806 652,806 100.0% 183,682 183,682 100.0% 3,827,201 3,827,201 100.0%

13-14 2,781,988 2,781,988 100.0% 710,218 710,218 100.0% 174,804 174,804 100.0% 3,667,011 3,667,011 100.0%

12-13 3,021,897 3,021,897 150000.0% 784,706 784,706 100.0% 168,883 168,883 100.0% 3,975,485 3,975,485 100.0%

Public Service 17-18 1,500 3,000 200.0% 232 1,182 509.6% 5,000 1,410 28.2% 6,732 5,593 83.1%

16-17 - - 0.0% - - 0.0% 4,141 4,141 100.0% 4,141 4,141 100.0%

15-16 1,500 1,500 0.0% 242 242 0.0% 3,090 3,090 100.0% 4,832 4,832 100.0%

14-15 - - 0.0% - - 0.0% 2,477 2,477 100.0% 2,477 2,477 100.0%

13-14 3,000 3,000 100.0% 495 495 100.0% 2,488 2,488 100.0% 5,983 5,983 100.0%

12-13 6,000 6,000 100.0% 1,612 1,612 100.0% 4,573 4,573 100.0% 12,185 12,185 100.0%

Academic Support 17-18 567,516 486,144 85.7% 179,553 152,831 85.1% 139,756 117,515 84.1% 886,825 756,489 85.3%

16-17 446,777 446,777 100.0% 147,004 147,004 100.0% 133,703 133,703 100.0% 727,484 727,484 100.0%

15-16 469,538 469,538 100.0% 147,716 147,716 100.0% 64,191 64,191 100.0% 681,445 681,445 100.0%

14-15 917,493 917,493 100.0% 282,352 282,352 100.0% 137,780 137,780 100.0% 1,337,625 1,337,625 100.0%

13-14 1,085,979 1,085,979 100.0% 345,853 345,853 100.0% 149,577 149,577 100.0% 1,581,409 1,581,409 100.0%

12-13 1,091,200 1,091,200 100.0% 347,899 347,899 100.0% 152,044 152,044 100.0% 1,591,143 1,591,143 100.0%

Student Services 17-18 402,967 386,148 95.8% 118,265 121,742 102.9% 47,850 45,152 94.4% 569,082 553,042 97.2%

16-17 362,957 362,957 100.0% 114,126 114,126 100.0% 30,248 30,248 100.0% 507,330 507,330 100.0%

15-16 384,475 384,475 100.0% 125,159 125,159 100.0% 20,638 20,638 100.0% 530,272 530,272 100.0%

14-15 395,583 395,583 100.0% 119,656 119,656 100.0% 23,652 23,652 100.0% 538,891 538,891 100.0%

13-14 432,573 432,573 100.0% 158,772 158,772 100.0% 23,327 23,327 100.0% 614,672 614,672 100.0%

12-13 690,449 690,449 100.0% 262,538 262,538 100.0% 46,078 46,078 100.0% 999,066 999,066 100.0%

Inst'l Support 17-18 1,479,410 1,430,069 96.7% 420,257 404,028 96.1% 1,266,905 1,263,970 99.8% 3,166,572 3,098,067 97.8%

16-17 1,419,727 1,419,727 100.0% 416,028 416,028 100.0% 1,116,759 1,116,759 100.0% 2,952,515 2,952,515 100.0%

15-16 1,503,843 1,503,843 100.0% 417,533 417,533 100.0% 1,093,927 1,093,927 100.0% 3,015,303 3,015,303 100.0%

14-15 1,431,544 1,431,544 100.0% 485,497 485,497 100.0% 1,049,090 1,049,090 100.0% 2,966,131 2,966,131 100.0%

13-14 1,733,111 1,733,111 100.0% 543,104 543,104 100.0% 932,428 932,428 100.0% 3,208,643 3,208,643 100.0%

12-13 1,769,771 1,769,771 100.0% 575,262 575,262 100.0% 1,179,370 1,179,370 100.0% 3,524,404 3,524,404 100.0%

Oper/Maint Plant 17-18 379,326 341,495 90.0% 134,282 75,943 56.6% 591,109 479,829 81.2% 1,104,717 897,266 81.2%

16-17 378,054 378,054 100.0% 112,956 112,956 100.0% 539,603 539,603 100.0% 1,030,614 1,030,614 100.0%

15-16 362,126 362,126 100.0% 115,919 115,919 100.0% 520,890 520,890 100.0% 998,934 998,934 100.0%

14-15 338,622 338,622 100.0% 122,216 122,216 100.0% 563,743 563,743 100.0% 1,024,581 1,024,581 100.0%

13-14 397,193 397,193 100.0% 147,708 147,708 100.0% 494,965 494,965 100.0% 1,039,865 1,039,865 100.0%

12-13 404,647 404,647 100.0% 155,084 155,084 100.0% 561,969 561,969 100.0% 1,121,700 1,121,700 100.0%

Financial Aid 17-18 458,000 434,439 94.9% 458,000 434,439 94.9%

16-17 419,801 419,801 100.0% 419,801 419,801 100.0%

15-16 413,923 413,923 100.0% 413,923 413,923 100.0%

14-15 410,506 410,506 100.0% 410,506 410,506 100.0%

13-14 547,866 547,866 100.0% 547,866 547,866 100.0%

12-13 490,383 490,383 100.0% 490,383 490,383 100.0%

TOTAL 17-18 5,836,830 5,080,579 87.0% 1,561,079 1,416,274 90.7% 2,766,326 2,534,851 91.6% 10,164,235 9,031,704 88.9%

16-17 5,367,927 5,367,927 100.0% 1,447,330 1,447,330 100.0% 2,455,128 2,455,128 100.0% 9,270,385 9,270,385 100.0%

15-16 6,240,904 6,240,904 100.0% 1,449,993 1,449,993 100.0% 2,310,213 2,310,213 100.0% 10,001,111 10,001,110 100.0%

14-15 6,073,954 6,073,954 100.0% 1,662,527 1,662,527 100.0% 2,370,931 2,370,931 100.0% 10,107,414 10,107,413 100.0%

13-14 6,433,845 6,433,845 100.0% 1,906,150 1,906,150 100.0% 2,325,455 2,325,455 100.0% 10,665,451 10,665,450 100.0%

12-13 6,983,964 6,983,964 100.0% 2,127,102 2,127,102 100.0% 2,603,301 2,603,301 100.0% 11,714,367 11,714,367 100.0%

56

Belmont CollegeFund Balance Report

FYE June 30, 2018

(General Fund)

General Fund

Total Appropriated Balance Appropriated Balance

Board Appropriated Date Amount 06/30/17 FY 2017-18 Expended 06/30/18

Administrative Info System 7/04,'05,'09,'10,'8/12 523,808 31,992.44 - - 31,992.44

Be Connected Initiative 7/15,'10/15 760,414 151,078.12 - 151,078.12 0.00

Budget Stabilization 8/10,'11,'12,'13 1,050,000 1,050,000.00 - 74,352.54 975,647.46

Capital Equipment Replacement 7/04,'05,'06,'07,'09,'10,'11,'8/12,'13,'9/14 1,494,166 17,156.85 - 1,624.80 15,532.05

Childcare Center Subsidy 08/13 90,000 16,425.25 - - 16,425.25

Classroom Renovations 7/04,'05,'06,'07,'09,'10,'11,'8/12 507,111 78,036.07 - 4,320.21 73,715.86

Deferred Maintenance 7/09, '8/10,',11'12,'9/14 432,781 54,371.09 - - 54,371.09

Energy Projects 7/07, '8/10,'12 306,602.77 3,842.89 - - 3,842.89

Faculty & Staff Compensation 3/18 670,274 - 670,274.00 157,009.00 513,265.00

Fire Sciences Training Grant/Match 3/17 2,100 80.60 - - 80.60

H R Initiatives 7/08, 8/10,'11,'12,'9/14 20,000 20,000.00 - - 20,000.00

Health Sciences Building 6/12 1,100,000 168,423.70 - - 168,423.70

Network Infrastructure Project 05/17 400,000 400,000.00 - 399,821.59 178.41

Off Campus Centers Start Up 7/06,'07,'09,'10,'8/12 76,713 6,159.90 - - 6,159.90

Replacement Of Vehicles 7/05,'06,'07,8/10,'11'12'13,'9/14 253,327 20,759.50 - - 20,759.50

Satellite, Software, Calculators 1996 98,000 23,768.39 - - 23,768.39

Science & Engineering Upgrades 8/12 100,000 44,593.21 - 2,094.41 42,498.80

Trustees Scholarship Extension 10/13 50,000 4,034.00 - - 4,034.00

Voluntary Resolution Agreement 01/18 25,000 - 25,000.00 10,860.00 14,140.00

TOTAL 2,090,722.01 695,274.00 801,160.67 1,984,835.34

Total Appropriated Balance Appropr/Repayment Balance

Start Up Fund Date Amount 06/30/17 FY 2017-18 Expended 06/30/18

Board Appr Start Up Fund 6/00,7/05,'06,'07,'08,'8/12 1,085,954 97,600.18 - - 97,600.18

Fiscal Year Appropriated Repayment Expended Balance

FY 1999-00 $200,000.00 $0.00 $23,667.57 $176,332.43

Summary of Expended - Start Up Fund FY 2000-01 $0.00 $12,000.00 $22,877.25 $165,455.18

Hobart Institute 14,964.27 FY 2001-02 $0.00 $100,000.00 $13,132.18 $252,323.00

Microsoft 31,949.82 FY 2002-03 $0.00 $100,000.00 $44,561.14 $307,761.86

CISCO 127,554.53 FY 2003-04 $0.00 $30,000.00 $99,473.76 $238,288.10

MOLO 3,133.78 FY 2004-05 $0.00 $30,000.00 $93,098.12 $175,189.98

ARCH 83,441.26 FY 2005-06 $20,000.00 $30,000.00 $25,575.62 $199,614.36

Student Success 38,527.00 FY 2006-07 $150,000.00 $0.00 $109,070.68 $240,543.68

Leadership Institute 19,309.00 FY 2007-08 $150,000.00 $0.00 $121,603.27 $268,940.41

Program Development 207,198.60 FY 2008-09 $105,000.00 $0.00 $138,677.58 $235,262.83

PN / Evening-Weekend 247,631.83 FY 2009-10 $100,000.00 $0.00 $132,796.92 $202,465.91

Cyber Security 8,981.46 FY 2010-11 $0.00 $0.00 $21,133.02 $181,332.89

BPR Distance Learning 47,327.17 FY 2011-12 $0.00 $0.00 $40,286.91 $141,045.98

Energy Institute 153,282.29 FY 2012-13 $58,954.02 $0.00 24,313.30 $175,686.70

Networking 5,052.83 FY 2013-14 $0.00 $0.00 63,122.25 $112,564.45

Total Start Up Fund 988,353.84 FY 2014-15 $0.00 $0.00 14,964.27 $97,600.18

FY 2015-16 $0.00 $0.00 - $97,600.18

FY 2016-17 $0.00 $0.00 - $97,600.18

Total $783,954.02 $302,000.00 $988,353.84 $97,600.18

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Belmont CollegeFund Balance Report

FYE June 30, 2018

(Unexpended Plant Fund)

Unexpended--Plant Fund



Health Science Center 01/14 1,500,000 8,710.97 - - 8,710.97

Main Renovations Phase 1 01/14 404,507 19,811.98 - - 19,811.98

Main Renovations Phase 2 01/14, 9/16 760,142 2,593.53 - 1,005.48 1,588.05

NC Renovations Phase 1 01/14, 9/16 350,000 100,000.00 - - 100,000.00

TOTAL APPROPRIATED 131,116.48 - 1,005.48 130,111.00

UnAppropriated Income

Capital Component of the Operating Subsidy 244,535.62 251,650.41 - - 496,186.03

TOTAL 382,766.89 - 1,005.48 626,297.03

Repair & Replacement Plant Fund



FY17 Main Building Improvements 9/16 5,291,073 4,845,463.18 - 4,346,987.18 498,476.00

TOTAL 5,291,073 4,845,463.18 - 4,346,987.18 498,476.00

UnAppropriated Income

Investment Income - Certificates of Deposit 6,768.14 14,410.86 - - 21,179.00

TOTAL 4,859,874.04 - 4,346,987.18 519,655.00

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TAB D-2 CONSENT AGENDA


Success in Subsequent College Level Course Work

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AGENDA ITEM D-2: SUCCESS IN SUBSEQUENT COLLEGE-LEVEL COURSE WORK BOARD OF TRUSTEES MEETING: JULY 26, 2018

Evaluating success in entry level college gatekeeper courses for students who have previously completed one or

more developmental courses allows faculty and staff to evaluate student learning in developmental education courses, and to evaluate current program guided pathway course completion rates. The Ohio Department of Higher Education (ODHE) and the Higher Education Information System (HEI) track student success in entry level college gatekeeper courses subsequent to completing developmental education course work. “Success Points” are awarded to the college for students, previously enrolled in one or more developmental education courses, who successfully complete entry level college gatekeeper courses. Success points earned for entry level college gatekeeper courses, completed successfully after exiting the developmental education program, contribute to Belmont’s State Share of Instruction (SSI) funding.

This report focuses on the student completion rates for eight entry level college gatekeeper courses after the developmental education course work: Composition I, Composition II, Experiencing Literature, Allied Health Math, College Business Math, Statistics, Technical Math, and College Algebra.

Presentation of Data

The first chart, Success rates in subsequent college-level courses, 2017/2018, displays successful completions (i.e.

grades of “A,” “B,” “C,” and “D”), non-successful completions (i.e. grades of “F” and “W”- withdrawals), and percentages of successful completions and non-successful completions for the most recent academic year. Data are aggregated by term. These data represent the grades of 400 Belmont students who were enrolled in and successfully completed one or more developmental education courses during 2016/2017 and subsequently enrolled in one of the eight entry level college gatekeeper courses during the following year. “Subsequent enrollments” are based on enrollments during summer, fall and spring terms of the 2017/2018 academic year.

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Chart I, Success rates in subsequent college-level courses, 2017/2018

The graphic representation in Chart I indicates that the rate of successful completion was highest in summer term

at 83%. The failure rate (grade of “F”) was highest in fall semester at 18%. The withdrawal rate was highest in the spring semester at 7%. Overall, this year, there are 1% less withdrawals than last year. The number of successes decreased overall by 3% and the number of failures increased by 4% from last year.

Chart II, Success in subsequent college-level courses, by course, 2017/2018, shows the individual course completion

rates aggregated for the year, followed by Table I, Comparison of success rates in 2016/2017 and 2017/2018.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Successful Non-successful Witndrawals

Summer

Fall

Spring

Grades #

Passes

%

Passes

#

Failing

%

Failing

#

Withdrawn

%

Withdrawn Total

Summer

2017

45 83% 8 15% 1 2% 54

Fall

2017

129 77% 30 18% 9 5% 168

Spring

2018

147 82% 19 11% 12 7% 178

Total 321 80% 57 14% 22 6% 400

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Chart II, Success in 8 subsequent college-level courses by course, 2017/2018

Table I, Comparison of success rates 2016/2017 and 2017/2018

The data in the second chart suggest that when percentages of successful completions are reported by course and aggregated for the year, Composition II , College Business Math, and Statistics had the highest success rates overall, followed by Technical Math, College Algebra, and Allied Health Math. The lowest success rate was in Comp I where 73% of students were successful, 22% were not successful, and 5% of students withdrew. In the Experiencing Literature and Technical Math courses the success rates decreased by 10% this year. The withdrawal rate increased this year by 8% in the Experiencing Literature course. However, all courses except Comp I exceeded the benchmarked success rate of 75%. Overall, the student withdrawal rate has improved by 1%.

Grades # Passes % Passes # Failing %

Failing

#

Withdrawn

%

Withdrawn Total

Comp I 102 73% 31 22% 7 5% 140

Comp II 8 89% 1 11% 0 0% 9

Experiencing Lit. 10 77% 1 8% 2 15% 13

Allied Health Math 69 80% 12 14% 5 6% 86

College Bus. Math 15 88% 1 6% 1 6% 17

Statistics 90 88% 8 8% 4 4% 102

Technical Math 11 84% 1 8% 1 8% 13

College Algebra 16 80% 2 10% 2 10% 20

Total 321 80% 57 14% 22 6% 400

Grades % Passes % Failing % Withdrawn

2016/17 2017/18 2016/17 2017/18 2016/17 2017/18

Comp I 81% 73% 12% 22% 7% 5%

Comp II 88% 89% 6% 11% 7% 0%

Experiencing Lit. 87% 77% 7% 8% 7% 15%

Allied Health Math 81% 80% 10% 14% 9% 6%

College Bus. Math 85% 88% 8% 6% 6% 6%

Statistics 85% 88% 10% 8% 4% 4%

Technical Math 94% 84% 0% 8% 6% 8%

College Algebra 78% 80% 9% 10% 13% 10%

Total 83% 80% 10% 14% 7% 6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CompI

CompII

Exper.Lit.

Allied HealthMath

Coll. Bus.Math

Statistics TechMath

CollegeAlgebra

Withdrawn

Non Success (F)

Success (A, B,C, D)

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2017/2018 Conclusions and Targets for Improvement

Student completion of entry level college gatekeeper courses after taking one or more developmental education courses is a key to evaluating the effectiveness of developmental education courses and also to evaluate the rate at which students are staying on and succeeding in their selected program guided pathways. Success in these courses leads to a higher probability of pathway and program completion.

The college is hovering at an average success rate in the entry level college gatekeeper courses of approximately 75%. Data from the current year shows improved success and withdrawal rates for some of the courses. However, variances of increased or decreased success rates from year to year are normal. Considering a 75% averaged benchmarked success rate, if we bring in 300 new students to the college who take one or more developmental education courses, 75 will get stuck at the entry level gatekeeper courses due to withdrawal or failure and are at risk of never getting any further in their chosen college pathway. Once “off-pathway” a student is at risk of leaving the college.

The new benchmark for the guided pathways model will be “equal to or greater than 80%.” It is not unusual that many pathway colleges are experiencing course success rates of 80% or more. While 75% is a very good success rate when we compare ourselves to the other two-year colleges in Ohio (OACC data from the SSLI Institutes) that are also attempting to implement the Guided Pathway Model, it is nevertheless not the expected outcome once we move to higher levels of pathway implementation.

Priority projects embedded in the College Completion Plan and the College Strategic Plan that are part of the college process to attain higher levels of guided pathway implementation (and that will enhance course/program completions and college retention rates) are implementing the:

- Multiple Variables Placement Model - Co-Requisite Developmental Education Model - Ohio Math Pathways - College Retention Plan

These projects are scheduled for design and implementation over the next two years.

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TAB E CONSENT AGENDA

Board Items

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TAB E-1 CONSENT AGENDA

Board Items

Election of Board Officers

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AGENDA ITEM E-1: ELECTION OF BOARD OFFICERS FOR 2018 - 2019 Board of Trustees Meeting Date: July 26, 2018

The Board will conduct the annual election of officers as stipulated in the Board of Trustees Policy Manual. The

following officers should be elected:

1) Chairman 2) Vice-Chairman 3) Secretary 4) Treasurer

RECOMMENDATION: Recommended that the Board of Trustees elect the officers listed above.

SUBMITTED BY: Elizabeth F. Gates, Chair

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Board Items

Heritage Tree Nominations

67

AGENDA ITEM: E-2 – HERITAGE TREE NOMINATIONS BOARD OF TRUSTEES MEETING DATE: JULY 26, 2018

The leaves on the Heritage Tree bear the names of those individuals who have made extraordinary contributions to

Belmont College. This tree celebrates our history and honors those groups and individuals who have contributed to the

creation, growth, development, and spirit of the College. These individuals have provided leadership through the Board

of Trustees and the administration, they have been employed as faculty and staff and they have shaped Belmont College

into the institution it is today. Their names are etched on this tree as a dedication to the heritage they have provided us

as we look forward toward a strong and successful tomorrow.

The Board of Trustees will consider nominations for induction into the Heritage Tree 2018.


68


Board Items

Establish Board of Trustees Meeting Schedule for

2018 - 2019

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AGENDA ITEM E-3: ESTABLISH BOARD OF TRUSTEES MEETING SCHEDULE FOR 2018 - 2019 Board of Trustees Meeting Date: July 26, 2018

The Board will create the annual schedule of meetings for the period of August 2018 to July 2019. Currently, the

monthly Board of Trustees meetings occur on the fourth Thursday of each month. Shown below is the recommended

schedule for board meetings for the period of August 2018 through July 2019:

Recommended 2018 - 2019 Board of Trustees Meeting Schedule

August 18, 2018 – Board Retreat

September 27, 2018

October 25, 2018

December 6, 2018

January 24, 2019

February 28, 2019

March 28, 2019 – Harrison County

April 25, 2019 – Monroe County

May 23, 2019

June 27, 2019

July 25, 2019

RECOMMENDATION: It is recommended that the Board of Trustees approve a schedule for future meeting dates for the

period of August 2018 to July 2019.


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board of trustees meeting - belmont college · board of trustees meeting date: july 26, 2018 the...

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