National Science Foundation and Sinclair Community College Strategic Partnership

1
National Science Foundation and Sinclair
Community College Strategic Partnership
July 19, 2005
www.sinclair.edu
2
Agenda

• Overview (Dr. Jeanne Jacobs)
• Current State (Dr. Jeanne Jacobs)
• Sinclair Grant Success Model (Dave Siefert)
• Strategic Imperatives (Examples) (Team)
• Issues and Challenges (Dr. George Sehi and Dr.
  Dick Jones)
• Concluding Comments (Dr. Jeanne Jacobs)

Interactive and informal. A discussion
3
Strategic Insight
Points of Discussion

• NSFs direction
• Future trends
• Ways Sinclair and NSF can strengthen relationship

4
Sinclairs Current State

• Everything and everyone focused on
• Student access, learning success
• Workforce development
• Economic development
• Find the need and endeavor to meet it.
• Innovation transformation
• Strategic Direction

5
Strategic Direction

• Increase college attainment across region
• Expand and maintain the Dayton Campus (65
  million in capital over the next five years)
• Dayton land acquisition (5 to 10 properties)
• Dayton Public Schools joint Tech High School

6
Strategic Direction

• Academic Resource Centers in regional high
  schools
• 58 school district consortium expand services
• Expand engineering, biotech, advanced
  manufacturing, and health care programs

7
Strategic Direction

• Improve geographic access
• Distance Learning
• YMCA
• Warren County
• Realign the college instructional programs to the
  emerging workforce needs of the Miami Valley
• Partnerships for better efficiencies and
  effectiveness with area schools, colleges and
  universities

8
Innovation and Transformation

• Sinclair in 2005
• The National Example
• 24,000 students
• National Center for Manufacturing Education
  (NCME)
• Advanced Integrated Manufacturing (AIM) Center
• IT_at_Sinclair
• State Coordinator for Project Lead the Way
  (Engineering Education)
• Fast Forward Center Out of School Youth
• League for Innovation in the Community College
• Vanguard Learning College

9
Sinclair Community College Organization of
Strategic Planning College Mission The mission
of the College is to find the need and endeavor
to meet it. The College meets this mission by
providing pre-college developmental education and
accredited college education leading to careers,
personal and professional development and
preparation for further higher education. The
College operates as a publicly-supported,
low-cost, open-access, commuter community college
operating within the Miami Valley region of
Southwestern Ohio. Sinclair provides
opportunities for traditionally underserved and
educationally at-risk students.
10
Sinclair Grant Success Model

• Grants are RD (research and development) based
• Grants consists of both technical and social
  implications
• Grants managed strategically

11
Transformation Cycle
1. Identify Need
4. Prove it Works
5. Develop and Test
6. Scale it Up
3. Determine Solution
7. Full Scale Deployment
2. Get an Idea
Life Cycle Management
A. Technical
B. Social
Aware, Understand, Accept, Institutionalize,
Sustain Internalize
Goal Move from Reactive to Proactive to
Anticipatory
It is all about FUTURE STATE and CHANGE
12
(No Transcript)
13
Sinclair Maturation Moving from Reactive to
Proactive to Anticipatory

• Framework
• Customer-Centered
• Strategic direction alignment
• Strategic partnerships
• Systems process-based
• Performance-based
• Project management
• Change management
• Knowledge sharing
• Impact Analysis
• Continuous improvement

Relationships
14
(No Transcript)
15
Strategic Imperatives (Examples)

• MERC-Manufacturing Education Resource Center
• National impact
• Dissemination of exemplary practices
• Professional development
• Partnerships

16
Strategic Imperatives (Examples)

• IT_at_Sinclair (Focus Student Retention)
• Critical national partnerships
• NSF Grants Nashville, Boston, Daytona Beach,
  Kentucky, West Virginia
• Ohio Colleges Owens, Belmont, Columbus State
• Ohio Department of Education
• Industry experts, e.g., Thomson NETg
• Employers
• League for Innovation
• Best practices (newest)
• Student Readiness
• Student Orientation
• Sinclair Curriculum (SCX)
• Faculty Development
• PT Faculty Institute (virtual)
• Faculty Institute programs
• Benchmarking
• IT Enrollments
• Student Success

Adopt
National Need
Adapt
Support
Disseminate
17
Strategic Imperatives (Examples)

• Purdue/Sinclair Partnership
• Regional Center for Product Lifecycle Management
  (Manufacturing)
• Strategic Relationship
• Professional Exchange/Development
• Articulation

18
Strategic Imperatives (Examples)

• Wright State and Sinclair Departments of Physics
  - Nanotechnology
• General Elective Curriculum Development
• Writing Intensive Course
• Develop Professional Development Course at SCC
• Design Assessment Tools for nano-education

19
Strategic Imperatives (Examples)
First year Experience
Developmental
E-Transcripts
Dual Admissions

• Sinclair and Wright State University Think Tank
  (MODEL)
• Student learning and success
• Workforce development
• Economic development
• Seamless, effective and efficient
• Employer and community relationships
• Curriculum
• Processes and systems

20
Issues and Challenges

• External change (velocity, volume and volatility)
• From reactive to anticipatory
• Institutional reform and transformation
• Strategic alignment

21
Issues and Challenges

• NSF is essential to success!
• National focal point
• Research and development
• Tactical, strategic and emerging trends
• Opportunity, time, resources and tools to cause
  transformation
• Need to closely align to NSF direction

22
NSFs Insight?

• NSFs direction?
• Future trends?
• Ways Sinclair and NSF can strengthen relationship?

23
Concluding Comments

• THANK YOU!
• National crisis
• Collaborative partnerships are key to success