Colleagues, friends, Butler County Community College faculty and staff, welcome. Welcome to the 2012-13 academic year. We have a busy and important day planned. Thank-you for your participation.
You’ve already heard from Linda, who introduced new faculty and staff. I am honored to provide you with my annual “State of the College” report. Afterwards, you will hear from:
Brian Opitz and two guests, who will provide an update on the College’s Master Plan
Ruth Purcell, who will provide you with details on a Feasibility Study that will hopefully lead toward our College’s second-ever Capital Campaign
Susan Changnon, who will show off some of our 21st century marketing pieces
Dr. Francie Spigelmyer, who will provide an academic update, recognize our newly tenured and promoted faculty, and present the annual Best Practices in Teaching and Learning Awards.
My time will be spent covering the following:
2012-2013 Presidents Goals and Objectives
As assigned by the College’s Board of Trustees, the following are my goals and objectives for the coming academic year:
Strategic Plan Update
What drives our institution is our Strategic Plan. A result of feedback from 338 individuals back in 2009, this road map of our future drives strategic decisions made by myself, the administration as a whole, the Board of Trustees, our Foundation and the financial commitment of this institution.
I hope you appreciate our semester updates. Further information can be found on the campus information: college U drive. My personal perspective on the College’s four initiatives is as follows:
BC3 College Report Card: Assessing the College Goals
I’m guessing you’re noticing a theme here: the evaluation of various elements of the College. Not only do our accrediting agencies ask for such, so does the federal and state government. Failing to do so places our College at risk with accreditation, federal and state student loans and revenue from our funding providers.
Again, available on the campus information: college u drive, I would like to highlight some points made in the evaluation.
Today's Higher Education
I’ve already mentioned the accountability aspect of higher education, but some other points you may be interested in.
From APECS to Datatel, now known as ELLUCIAN
The infrastructure of our institution, like any other in higher education, is our student management software system. The version we used for many years was APECS. It served us well. However, as time moved forward, APECS became less and less involved with higher education institutions and instead focused on K-12. As a College, we were charged for any changes/updates.
When federal or state guidelines change, it correlates to changes in our student management software. The best example of this is related to information needed for federal student loans and grants. APECS couldn’t handle such requirements. As system like Datatel/ELLUCIAN, an internationally known student management software company, can.
Datatel/ELLUCIAN also allows for in-depth reports and analysis APECS could never give us. When a bond-refinance presented itself two years ago, the state and county agreed we use proceeds for this important conversion.
The conversion has been intense, frustrating and time-consuming. From what college and university Presidents tell me, this “bump in the road” is normal. Generally, it lasts a year.
For faculty, your training this afternoon is important as it relates to your class rosters, turning in grades and advising.
To all, thanks for your dedication during this conversion period.
Beck Library commitment – the goal is state money to be matched by a capital campaign
Student Housing – I’ve been told over and over about the negatives, but studying this possibility could create a new, much needed revenue stream
Shaffer Walking Trail – made possible by a bequest and capital bond refinance monies okayed by the commissioners, this project is days/weeks away and looks to be completed by November
Children’s Creative Learning Center – many of you know the value of this College service. We were fortunate to have a “temporary space” to locate the CCLC when the tree demolished the old location. The purchase of 278 Old Plank Road allows us to expand the current CCLC location and save, what we estimate, to be $500,000 to $700,000 on a brand new building
278 Old Plank Road – long identified on the College’s master plan, this acquisition will not only allow for the current expansion of the CCLC, but provide other long-range possibilities
Cranberry expansion committee – we have outgrown our space at Cranberry. A committee has recommended a new location for BC3 at Cranberry. We are currently exploring funding options and partnerships to see if this is possible
A total of 24 recycling bins for plastic and aluminum bottles will be available at our campus sites, made possible by a grant from Coca-Cola
PSU situation – transparency and reporting now like never before
We are emerging as statewide leader in Marcellus training made possible by the TAACCCT grant/federal grant. Pennsylvania received $20 million from the Federal Government to help provide training in energy. Our team has connected with unemployed workers who go through an intensive program and enter directly into the workforce
“A unique start to the Academic Year"
Ladies and gentleman, as you can see from my previous remarks, the College has a lot to be proud of, but we also have some unfinished business ahead of us.
A quote from Jim Rohn, a business philosopher, perhaps says it best, “There are two ways to face the future. One way is with apprehension; the other with anticipation.”
One of those pieces of “unfinished business” is the contract between the College and faculty. I look forward to finalizing a contract that is beneficial for all. I thank the union and administration negotiating teams for all your time and effort to achieve this goal.
My fundamental concern in reaching this goal is the same as in conducting all of the College’s business: educating our wonderful students. As always, our students must come first. Because I am under the premise that we are all here to do what is best for the College and ultimately our students, I am confident we will find a solution.
We each have roles and job descriptions. Mine reads, “... the President is responsible for the overall operation of Butler County Community College including initiating, guiding, and directing the activities necessary to fulfill the mission, goals and vision of the College.”
I can hardly believe I’m in my 13th year at the College and starting my sixth as president. I tackle my responsibilities with as much excitement and pride as I did Day One of my Presidency. Having the advantage of comparing this institution with others in which I’ve worked, what makes this place so special is our people.
Have a wonderful 2012-13 academic year.
BC3 Trustee Op-Ed
Butler Eagle 2.4.13
BC3's Fund Balance Isn't Too Large (pdf)
BC3 Strategic Initiatives
View details about BC3's four Strategic Initiatives
BC3 Financial Summary
BC3 Financial Summary(pdf) January 24, 2013
BC3 Master Plan
View BC3 Master Plan(pdf)
Economic Impact Study
View BC3's 2012 Economic Impact Study (pdf)