Business Plan 2015 by Davis Applied Technology College

2 0 1 5 B U S I N E S S

P L A N

DAV I S A P P L IE D T E C H N O L O G Y C O L L E G E MIS S IO N We are a trusted learning community embracing technical education to promote economic growth and student development.

Ta b l e o f C o n t e n t s

Mission Statement.....................................................2 Administrative Team Letter........................................3 Executive Summary...................................................4 Institutional Characteristics....................................5 Institutional History..............................................6 Campus Board of Directors..................................7 Training Locations................................................8 Capital Facilities..................................................9 Employees...........................................................9 Programs Available............................................10 Accreditations and Approvals.............................11 Instructional Delivery.........................................12 Academic Partnerships......................................13 FY 2014 Accomplishments....................................14 Institutional........................................................15 Presidentâ&#x20AC;&#x2122;s Office...............................................18 Administrative Services Division........................20 Training Division................................................22 Operations Division............................................24 Quality and Development Division......................26

FY 2015 Goals........................................................28 Institutional........................................................29 Presidentâ&#x20AC;&#x2122;s Office...............................................29 Administrative Services Division........................30 Training Division................................................31 Quality and Development Division......................32 Budget Summary for FY 2015............................34 Performance Indicators.........................................35 Enrollment Summary.........................................36 Enrollment Projections.......................................38 Historic Outcomes.............................................41 Outcome Projections..........................................42 Credential Projections........................................44 Employer Advisory Committees..........................46 Employer and Continuing Education...................48 Externship/Clinical Participation.........................49 Student Organizations........................................50 Student Income Survey......................................52 Financial Aid......................................................52 Marketing..........................................................53 Regional Assessment Center..............................54

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Mission Statement

DATC Mission Statement We are a trusted learning community embracing technical education to promote economic growth and student development.

Diversity We value students, faculty, and staff as individuals and empower them through respect and equitable treatment. We celebrate personal, cultural, and ethnic diversity.

Affordability and Flexibility We take pride in cost-effective training and flexible scheduling that allows students to prepare for careers or update skills.

Training We promote career and educational pathways by providing hands-on, competency-based training. Our curriculum reflects the most recent technological and theoretical development to meet employer and student needs.

Commitment to Community We embrace community involvement and service to advance economic development and enhance student success.

Vision Our vision is recognition regionally, nationally, and internationally for our unique approach and significant contributions in technical training, educational advancement, and economic development.

UCAT Mission Statement The mission of the Utah College of Applied Technology (UCAT) is to meet the needs of Utahâ&#x20AC;&#x2122;s employers for technically skilled workers by providing market-driven technical education to both secondary and adult students.

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A d m i n i s t r a t i v e Te a m L e t t e r Dear Board Members and Community Leaders: During Fiscal Year 2014, we celebrated the opening of the DATC Freeport West Extension Center with a community ribbon cutting featuring UCAT President Robert Brems, Senator Stuart Adams, and representatives from the Division of Facilities and Construction Management. The Freeport West Extension Center provides the unique opportunity of serving Freeport Center and Freeport West employers with easily accessible services in the manufacturing cluster. This center allows the institution to serve the north and west end populations of Davis County and increases our ability to drive the economy. The Automation Technology program was relocated to this facility and a Plastic Injection Molding program will begin during Fiscal Year 2015. The institution also implemented the following new programs and initiatives: Development of a new Electronic Health Information Technician program. Expansion of the Practical Nurse program from two annual cohorts of 40 students to three annual cohorts of 30, increasing program enrollment by 10 students. The Employer and Continuing Education Department developed an American Heart Association Center to serve the needs of Davis County. Career Path High was started on campus and is the first charter school co-located with an applied technology college in the state of Utah. Thirteen Career Path High students graduated with a high school diploma and achieved competencies in technical programs. In support of the three-year Business Intelligence initiative, several televisions were installed in key administrative offices that display program and student achievement in completion, placement, and licensure. Three college administrators retired this year and a new team of administrators has been hired and are moving forward with their responsibilities. We look forward to working alongside this new, highly motivated administrative team of professionals. We, the undersigned, look forward to growth in this new fiscal year and to offering new programs and services to our customers.

Michael J. Bouwhuis

Ann Mackin

President

Vice President of Instruction and Entrepreneurial Development

Russell S. Galt

Kim Ziebarth

Vice President of Administrative Services

Vice President of Quality and Development

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Executive Summary

In Fiscal Year 2015 we will continue to build support for a new Allied Health Building by developing a strategic capital campaign to support legislative funding requests for the building.

multiple platforms to ensure accessibility to all employees. Tools will also be developed to evaluate training effectiveness and identify continuing needs.

A Plastic Injection Molding program will be implemented in Fiscal Year 2015 at the Freeport West Extension Center. We will explore the need for additional training programs in the areas of manufacturing and allied health professions by conducting market analyses and connecting with industry partners. The programs shown to have industry demand and employer support will be implemented and accreditation approval sought the following fiscal year.

A Veteransâ&#x20AC;&#x2122; Service Center will be developed in Fiscal Year 2015. The center will provide comprehensive services to students who are veterans and their dependents. A Veteransâ&#x20AC;&#x2122; Counselor will be hired to staff the center and provide community outreach and resources to support student success. We will begin to serve students enrolled in the LDS Business College Associate of Applied Science in Applied Technology program by enrolling them in DATC programs. We will also continue to work on transferability of coursework through pathway agreements with educational partners. These agreements help students move between institutions without duplicating coursework.

A new Human Resource Management system will be implemented in Fiscal Year 2015. The system will improve efficiency in payroll processing, employee benefits administration, and employee data and records management. Reporting capability will also be improved.

Finally, there were numerous administrative retirements in Fiscal Year 2014, resulting in organizational changes. New hires and personnel in new positions will require development in the coming year. We are excited by the potential and look forward to the opportunities presented by these changes.

During Fiscal Year 2014, an employee professional development initiative enabled us to hire a full-time professional developer. A committee wrote a detailed plan evaluating need and resources required for implementation. In Fiscal Year 2015, professional development training will be developed and delivered using

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Institutional Characteristics

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Institutional History

Davis Applied Technology College (DATC) enjoys a long, rich history of providing technical training to the citizens of Davis and Morgan counties. The college, originally called Davis Area Vocational Center, was created as part of the Utah State Office of Education system by an act of the 1978 State Legislature. During the College’s first year of operation, 986 students were enrolled in vocational programs. In 1979, completing students began receiving a certificate denoting their accomplishments. In 1991, the college was renamed the Davis Applied Technology Center.

With a $2.2 million gift from the Roy and Elizabeth Simmons Family Foundation and other donations, the DATC opened an entrepreneurship center on the school’s main campus in 2006. The 16,000 square-foot facility houses the Davis Business Alliance (a small business development office), the Davis Chamber of Commerce, Service Corp of Retired Executives (SCORE), Utah Bid Development Solutions (UBiDS), Grow Utah Ventures, and the Utah Science Technology and Research initiative (USTAR). In 2009, DATC added a 65,000 square-foot building to its campus. Named after the founder of technical education, the Haven J. and Bonnie Rae Barlow Technology Building houses the manufacturing, information technology, digital media, and transportation programs.

In 2001, the Utah State Legislature created the Utah College of Applied Technology (UCAT), the state’s tenth institution of the Utah System of Higher Education under the governance of the State Board of Regents. With this change, ten applied technology centers became colleges under UCAT and the center was renamed Davis Applied Technology College.

The Freeport West Extension Center opened on October 30, 2013. This facility represents 32,000 square feet of remodeled space, with an additional 88,000 square feet available for growth in the future. The facility provides an expanded level of service to the manufacturing cluster located in or around the Freeport Center. The Automation Technology and Plastic Injection Molding programs are located at this facility.

In 2009, the Legislature changed the governance of UCAT from the Board of Regents to the UCAT Board of Trustees. Among other responsibilities, the Trustees enact policies and approve programs and tuition for all eight applied technology colleges. Operational authority for each campus is delegated to a campus Board of Directors.

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Campus Board of Directors

The DATC functions under the oversight of a local Board of Directors. The current board has been constituted to align with the requirements outlined in Utah Law 53B-2a-108(3) and is composed of ten members. The Board of Directors meets eight times per year. Each meeting is governed by an established set of bylaws and is presided over by the duly elected Board Chair. The board is responsible for approving all new program offerings, modifications, and discontinuances; overseeing the institutional budget; approving all personnel changes; approving any changes to the institutional mission; setting direction for the college; evaluating the Campus President; and setting salaries for the vice presidents. The board also approves an annual employee compensation package, changes to personnel policies and procedures, planning documents, and the annual financial report.

Membership Michael E. Jensen, Chair, UCAT Trustee Representative, Business/Industry Representative Michael Blair, Vice-Chair, Business/Industry Representative Barbara Smith, Davis School District Board Jody Hipwell, Morgan School District Board K.O. Murdock, Business/Industry Representative Brad Walters, Business/Industry Representative Bart Warner, Business/Industry Representative Joy de Lisser, Business/Industry Representative Stuart Eyring, Business/Industry Representative Karen Fairbanks, Weber State University Board of Trustees Dr. David S. Hansen, Hill Air Force Base Representative, Ex-Officio

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Tr a i n i n g L o c a t i o n s Davis Applied Technology College is about 25 miles north of Salt Lake City in Kaysville, Utah and serves Davis and Morgan Counties. Davis County is the smallest county in Utah. Although its total area is 634 square miles, 329 square miles of that is water. The county is part of the Wasatch Front mountain range with cities situated along a narrow corridor between the mountains on the east and the Great Salt Lake on the west. Morgan County is located approximately 25 miles northeast of Kaysville. Situated in a high valley of the Wasatch Mountains, Morgan County is divided by the Weber River. The county has a total area of 611 square miles of which 609 square miles is land and 2 square miles is water. The main campus sits on 65 acres and consists of three buildings: the main building; the Roy and Elizabeth Simmons Building, built in 2006; and the Haven J. and Bonnie Rae Barlow Building, built in 2009. Total building space on the main campus is 273,236 square feet. The Freeport Extension Center, a 12,000 square-foot facility, is located nine miles north of the main campus. The Freeport West Extension Center is located in a World War II, warehouse facility that the DATC was authorized to purchase during the 2010-11 legislative session. The legislature provided operation and maintenance funds, as well as funding to remodel 32,000 square feet of this 120,000 square-foot building. Additionally, in 2010 an Instructional Service Center was developed 40 miles south of the main campus at the Utah Department of Corrections. Training is provided to both male and female inmates at three separate locations. Following are addresses for the training locations:

Main Campus

Freeport West Extension Center

550 East 300 South Kaysville, Utah 84037 Telephone: 1-801-593-2500 Website: www.datc.edu

Building Y-16 South Clearfield, Utah 84015 Telephone: 801-593-2549

Utah Department of Corrections Instructional Service Center

Freeport Extension Center Building Y-16 South Clearfield, Utah 84015 Telephone: 801-593-2549

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14425 Bitterbrush Lane Draper, Utah 84020 Telephone: 801-576-7000

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Capital Facilities and Employees

Capital Facilities Location

Property

Main Campus

Leased

State Owned

(Sq. ft.)

65 acres

308,467

Main Building

222,431

Barlow Building

65,000

Simmons Building

16,000

Portables

5,036

Freeport Extension Center

12,000

Freeport West Extension Center

120,000

Utah Department of Corrections

Morgan Business Resource Center

2,592

65 acres

12,000

431,059

Total

Employees Full-time = 135 Employees

Part-time = 357 Employees

Total = 492 Employees

15 59

102

279

Faculty

Support Staff

338

Administrative and Supervisory

Represents data reported to the Council on Occupational Education in the 2013 Annual Report.

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Programs Available In 2015, the College will offer 30 programs, most of which are available to both secondary and post-secondary students at the main campus, unless otherwise noted.

School of Business and Technology

School of Construction

Business Technology 3

Electrician Apprentice

Digital Media Design

Heating and Air Conditioning

Information Technology

Plumbing Apprentice

School of Health Professions

School of Manufacturing

Dental Assisting Health Information Technology Emergency Services 1 Medical Assistant Nurse Assistant 1 Pharmacy Technician Practical Nurse Surgical Technology

Architectural and Engineering Design Automation Technology 2 CNC Machining Composite Materials Technology Draper â&#x20AC;&#x201C; Machinist Technician3 Draper â&#x20AC;&#x201C; Maintenance Technician3 Plastic Injection Molding Welding Technology3

School of Service Professions

School of Transportation

Advanced Esthetician

Automotive Technology 3

American Sign Language-Interpreting

Diesel/Heavy Duty Technology

Cosmetology

Motor Sports Technician

Culinary Arts 3 Nail Technician Freeport Extension Center Freeport West Extension Center 3 Utah Department of Corrections Instructional Service Center 1 2

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Accreditations and Approvals The DATC embraces a commitment to integrity, credibility, and accountability in both institutional and programmatic accreditations. The College is accredited by the Council on Occupational Education. This institutional accreditation includes approval of programs that lead to employment. Many DATC programs also maintain programmatic accreditations, which require additional standards for instruction, instructional credentials, content, performance, and student outcomes. The following table outlines programs with associated accrediting agencies:

Accrediting or Certifying Agency

Program(s)

American Welding Society Accredited Test Facility

Welding Technology

Commission on Accreditation of Allied Health Education Programs

Medical Assistant Surgical Technology

Commission on Dental Accreditation

Dental Assisting

National Automotive Technicianâ&#x20AC;&#x2122;s Education Foundation

Automotive Technology

Accreditation Commission for Education in Nursing

Practical Nurse

Utah Department of Health, Bureau of Emergency Medical Services Utah Fire and Rescue Academy

Emergency Services

Utah Division of Occupational and Professional Licensing

Cosmetology Esthetician* Advanced Esthetician* Electrician Apprentice Nail Technician Pharmacy Technician Plumbing Apprentice

Utah Nursing Assistant Registry

Nurse Assistant

*Represented as Advanced Esthetician program.

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Instructional Delivery

The 2015 DATC instructional calendar runs 12 months per year, with 236 student contact days during a typical year. Training for most programs is delivered in a competency-based format. This allows students to progress as quickly as they are able to demonstrate mastery of the knowledge and skills required for each course. Given the competency-based format, students complete courses and programs at different times. Graduation ceremonies are held two times each year. Typical student hours are from 8:00 a.m. to 3:00 p.m. Monday through Friday, with extended day from 3:00 p.m. to 6:00 p.m. and from 6:00 to 9:00 p.m. Monday through Thursday. The college is a clock-hour institution and is not authorized to offer coursework on a credit-hour basis. A regular, full-time student load is 12 contact hours per week. Students may participate in up to 24 hours of scheduled instruction per week. Secondary students typically attend three hours per day, ranging from two to five days per week, depending upon their required high school schedules. Instruction is delivered using the following methods: Hybrid – 1-49% of the course instruction is available online. The remainder of the coursework consists of competency-based instruction in a lab environment. Traditional – Lecture and lab format. Work-based Learning – Work-based learning opportunities allow students to gain practical, hands-on experience in an externship or clinical experience.

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Academic Partnerships Secondary Agreements Over 100 courses offered by the Davis and Morgan School Districts, NUAMES, and Career Path High are accepted at the DATC through written pathway agreements. Pathways help students take appropriate courses based on aptitude, interest, and career goals. They also help students avoid duplication of coursework.

Weber State University The Weber State University (WSU) Associate of Applied Science degree in General Technology is designed to provide a career-based, educational pathway option for DATC students who receive a Certificate of Program Completion for a program that is at least 900 hours in length. Students receive 30 WSU elective credit hours upon completion of all WSU graduation requirements for the degree. DATC American Sign Language-Interpreting students who earn a Certificate of Program Completion receive one-third of the requirements for the WSU Bachelor of Integrated Studies degree in Foreign Languages. DATC students who earn a Certificate of Program Completion in either Electrician or Plumbing Apprentice can complete additional WSU coursework to earn an Associate of Applied Science degrees in Apprenticeship. DATC Practical Nurse students who earn a Certificate of Program Completion receive 17 hours of credit toward their Associate of Science in Nursing. Eighty-six DATC courses are articulated with WSU, enabling students to continue their education with some course requirements completed. Programs with articulated courses include: Architectural and Engineering Design, Automation Technology, Automotive Technology, Business Technology, Diesel/ Heavy Duty Technology, Digital Media Design, Health Information Technology, Information Technology, Math, and Welding Technology.

LDS Business College An academic articulation agreement was established with LDS Business College (LDSBC) that provides both DATC and LDSBC students an opportunity to earn an LDSBC Associate of Applied Science (AAS) degree in Applied Technology. This non-terminal degree requires students to complete coursework from both partner institutions. In the first agreement, LDSBC students can enroll in designated DATC programs. In the second agreement, DATC students who complete designated programs can transfer to LDSBC. LDSBC students will begin enrolling in DATC programs in August 2014.

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2014 Accomplishments

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FY 2014 Institutional Accomplishments

1. Facilitate the opening of Career Path High on campus. In fall 2013, Career Path High became the first Utah public charter school established in partnership with an applied technology college. 175 students were enrolled at the charter school with junior and senior students simultaneously enrolled in DATC programs. Policies and procedures were developed to facilitate student enrollment and support for students who fail to meet minimum standards for participation in DATC programs. 2. Complete partnership agreements with employers based at the Clearfield Freeport Center to create flexible, customized training programs at the Freeport West Extension Center. The Freeport West Extension Center ribbon cutting ceremony was held on October 30, 2013 and a successful Council on Occupational Education accreditation site visit was conducted on February 20, 2014, with approval granted on July 8, 2014. The Automation Technology program was relocated in fall of 2013 and a Plastic Injection Molding program will begin operation in the fall of 2014. Both programs serve employers located at Freeport Center and in our service region. The Employer and Continuing Education Department employed conducted 87 classes at the Freeport West Extension Center. Many of these courses were manufacturing-related and catered to the needs of the companies located at the Freeport Center. 3. Finalize training program articulation agreements with LDS Business College. Two groundbreaking agreements were established with LDS Business College (LDSBC), providing both DATC and LDSBC students an opportunity to earn an LDSBC Associate of Applied Science (AAS) degree in Applied Technology. This non-terminal degree requires students to complete coursework from both partner institutions. In the first agreement, LDSBC students can enroll in designated DATC programs. In the second agreement, DATC students who complete designated programs can transfer to LDSBC. LDSBC students began enrolling in DATC programs in August 2014. 4. Meet or exceed student membership hour goals of 1,551,592 and 1,506 program completions. Membership hours for FY 2014 were 1,322,541 and we had 1,413 student program completions. 2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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FY 2014 Institutional Accomplishments 5. Utilize institutional resources and legislative capacity building funds to create the following programs and facility modifications: a. Expand the Practical Nurse program by a cohort. The Practical Nurse program was expanded from two annual cohorts of 40 students to three cohorts of 30, increasing program enrollment by ten students. b. Create an Health Information Technology program. The Health Information Technology program was approved by the Council on Occupational Education on October 14, 2014 and began enrolling students. c. Expand Dental Assisting facilities and offer evening programs. Funds were obtained to build two additional operatories in Dental Assisting and the program opened for evening enrollment, increasing its membership hours by 14,004. d. Create an American Heart Association Service Center. An American Heart Association training center was developed in one of the campus portables which was remodeled and equipped to meet the needs of the center. Enrollment is expected to increase in 2015. e. Develop a feasibility study for a Commercial Driverâ&#x20AC;&#x2122;s License (CDL) program. A comprehensive feasibility study was completed on a CDL program. After review of the study, it was determined the program should not be developed. Start-up costs are high and Utah no longer requires instructional training for individuals 18 years of age and over. f. Seek funding to develop a Plastic Injection Molding program. The DATC was awarded a $250,000 Utah Department of Workforce Services Utah Cluster Acceleration Partnership grant in December 2013. The DATC provided matching funds. Funding was used to start a Plastic Injection Molding program. Letters of industry support were provided by BD Medical, BioUtah, Fresenius Medical Care, LSR Consulting, Merit Medical, Utah Manufacturers Association, and ProMold. Student enrollment in this program will begin in FY 2015. 6. Attain the following metrics: Increase membership hours by 6.4%. Membership hours decreased by 5.83%. Increase Certificates of Program Completion awarded by 183 or 10%. Number of certificates awarded increased by 3.5%.

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FY 2014 Institutional Accomplishments Increase private training by 15%. Private training increased by 34%. Increase Custom Fit training and employees served by 20%. Custom Fit training increased by 21%. Establish a baseline training target at the Freeport West Extension Center with a goal of 22,000 membership hours. Membership hours were 33,382. Increase incubation clients in Morgan, Kaysville, and the Freeport West Extension Center by 75%. Incubation clients were increased in Morgan by 40%, Kaysville by 65%, and Freeport West Extension Center by 28%. 7. Increase the tuition waver budget to $125,000 and measure the effectiveness of tuition waivers on retention and enrollment growth. Allowed recruitment efforts to target low enrollment programs and provided direct services to 79 academically and economically disadvantaged students. Increased the number of students served by tuition waivers by 75% and membership hours generated by these students by 104%. 8. Complete the Information Technology/UEN remodel. UEN resources were upgraded and relocated. With this move, the Information Technology Department was remodeled and expanded to include storage, a work bench, and more desk space for staff members. 9. Expand promotional activities to increase enrollments and target programs with lower than anticipated enrollment levels. An updated electronic marque was installed showing information, events, and college highlights. Twenty-seven program Facebook pages were developed with faculty for program promotion, employment announcements, and student connection. Promotional activities contributed to an increase in membership hours for Dental Assisting, Medical Assistant, Automation Technology, and Machine Tool Technology. Additional community events; speaking engagements; television, radio, bus board, newspaper, mall, retail, online, and social media advertising; and news stories, email, and text advertising were used to focus on each program.

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FY 2014 Presidentâ&#x20AC;&#x2122;s Office Accomplishments

1. Increase and improve the use of technology and metrics in marketing the College. Marketing metrics were studied extensively and vendors provided comprehensive analytics to document the effectiveness of purchased marketing campaigns. The DATC website was completely redeveloped. A DATC mobile app, promotional video, and animated Christmas card were developed. Microsoft Office templates were developed for consistent branding and quality of employee presentations in promoting services and programs. 2. Fully develop the Career Connection Center and Veteransâ&#x20AC;&#x2122; Services Center to improve service and recognition of veterans and their dependents. The Career Connection Center facility was remodeled and staffing assigned. The center provides a professional and inviting setting for students to access multiple services. A Veteransâ&#x20AC;&#x2122; Services Center was established and funding will be provided in FY 2015 for a full-time Veteran Counselor who will provide focused and specialized service to veterans and their dependents. Two Financial Aid employees participated in training to become School Certifying Officials (SCO) to assist veterans and their dependents with funding requests. On Constitution Day, the college recognized the military service of veterans. An employee worked with the American Legion to use flags to decorate the campus and secured a donation of 150 flags. The celebration included a drawing for Bookstore gift cards for veterans.

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FY 2014 Presidentâ&#x20AC;&#x2122;s Office Accomplishments 3. Support the capstone level of Business Intelligence through visualization software and monitoring screens. The Business Intelligence strategic goal was taken to the next level by providing visualization at key points in administrative and key directorsâ&#x20AC;&#x2122; offices or suites. Efficiency in operations has been achieved by moving the institution away from a paper-based to an electronic-based system. 4. Support each division to meet current American with Disabilities (ADA) standards, emergency operations, and emergency systems. An ADA compliance committee was created and members developed a survey to evaluate several areas of compliance with designated criteria. Compliance includes accessibility in physical facilities, web and instructional materials, and services provided. In 2015 members will complete the self-assessment and develop plans to come into compliance. The Emergency Operations Center was established in a remodeled portable classroom, and associated personnel were placed there. Emergency Operations Guidelines were established, along with new policies and procedures to support the guidelines. Emergency mock practices were conducted and modifications made to processes and procedures to accommodate best practices. A new Security and Risk Management Coordinator was hired. 5. Provide leadership to assure programs meet requirements outlined by the Council on Occupational Education guidelines. All deficiencies in programs that previously failed to meet the Council on Occupational Educationâ&#x20AC;&#x2122;s (COE) outcome benchmarks have been resolved. Monitoring systems are in place to help instructors and Placement Services personnel remain compliant and manage outcomes on a weekly basis. 6. Organize and implement a Planned Giving campaign. This goal was deferred by the Foundation Board due to the lack of connections to potential donors. A goal to re-engage with potential Planned Giving donors was recommended with implementation of donor management and reporting software. 7. Update the Foundation Donor Wall and donor recognition standards. New levels of donor recognition were developed for the Foundation Donor Wall and the wall is being updated to reflect these changes. The Foundation Board of Directors will address additional donor recognition standards in 2015.

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FY 2014 Administrative Services Division Accomplishments 1. Integrate electronic automation processes between the Financial Aid Department and the Bookstore by using electronic forms or other technology to eliminate the need for paperwork and increase customer satisfaction. The Financial Aid Department now enters awards directly into the Bookstore’s point of sale system, improving efficiency. 2. Improve the functionality of the Bookstore website to include: 1) more options for computer products; 2) clearer textbook options; and 3) advertising. Improved the look, feel, and overall aesthetics of the Bookstore web page by adding new photos and increasing the visibility of the “Frequently Asked Questions” section. 3. Assist all divisions in facilitating employee professional development. Provide, coordinate, or recommend required and optional training. Track, monitor, and report training completed. The Professional Development Policies and Procedures were approved and implemented, providing a system for continuing education, tracking, and reporting of training needs and accomplishments for college employees in Human Resources. The President’s Council appointed members to the Professional Development Committee and the committee has developed a Professional Development Plan. The plan outlines courses and training plans needed, subject matter experts available, time frames, and personnel responsibilities. A Professional Developer has been hired and professional development infrastructure will be implemented in 2015. 4. Coordinate the implementation of a new electronic badge access system. Features will include employee photo identification and electronic keys. This project grew into utilizing the badges for time-clock entry as well as identification and electronic door access. A new payroll system and time and attendance program were selected and purchased. The door access components required coordination with the facilities and security groups. Funding for the project was anticipated to come from the Utah Division of Facilities Construction and Management, but was delayed throughout the year. The layout for the badges has been approved by the President’s Council and sample badges have been created and are being tested on the current door system. Equipment is still being installed at this time, and the project will be completed in the coming fiscal year. 5. Upgrade to Great Plains 2013 and train Fiscal staff on the new features and report-writing capability. The Fiscal Services office completed the installation of Great Plains 2013 during the fall of 2013. The new version comes with Management Reporter which provides reporting capability. Fiscal staff have been trained on and have implemented Management Reporter.

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FY 2014 Administrative Services Division Accomplishments 6. Hold procurement training seminars to educate staff regarding new laws and DATC policies related to purchasing. A draft revision of the Purchasing Policy was completed and included the rules listed in the previous procurement code. The Utah State Legislature continues to make adjustments to the State purchasing laws, and the policy will be updated again to reflect these changes. Training and guidance have been provided to faculty and staff throughout the year. 7. Review and update the Donations Accounting Policy and College procedures related to the Foundation. The laws and IRS rules regarding donations were researched and a draft of a new policy was started. This goal will be carried over to the current fiscal year. 8. Develop at least ten new electronic forms and workflows. The following forms were created for Human Resources, Fiscal Services, Information Technology, Student Services, Instructional Systems Design, and the Training Division: Leave Request Withdrawal High School Transmittal W-4 Textbook Request Mobile Device Reimbursement Travel Authorization/Settlement

Mileage reimbursement Vendor Registration Competency Documentation Catastrophic Occurrence Textbook Discontinue Accuplacer Test Transcript Request

Schedule Change Approval Alternate Documentation Correction Form Application for Graduation Tablet Computer Request TABE Test

9. Update the Disaster Recovery Plan to include placing a redundant Storage Area Network appliance at the Freeport West Extension Center to replicate and synchronize data housed in the main campus data center. The Disaster Recovery Plan was updated to reflect the most recent contingency recovery plans. A redundant Storage Area Network (Dell Equalogic PS6000 SAN) has been configured and located at the Freeport West Extension Center. This SAN serves as a tertiary backup system with local data storage as primary and a disk-to-disk backup system as secondary storage systems. The SAN receives data from the main campus data center every night. 10. Expand data visualization system in key facility locations allowing all staff and faculty to be more aware and engaged in gathering and analyzing data elements respective to their areas of responsibility. TV monitors have been purchased and one monitor is now located in the Training Division administrative area. Tableau tools have been loaded into PowerPoint and are updated via LiveWeb as data changes. In coordination with Marketing, digital signage equipment and management software has been installed to display College information including various data visualization/data analytics charts and reports. 2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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F Y 2 0 1 4 Tr a i n i n g D i v i s i o n A c c o m p l i s h m e n t s

1. Hire adjuncts and offer employer training at the Freeport West Extension Center in response to industry need and demand. The Employer and Continuing Education Department employed multiple, part-time adjuncts and held 87 classes at the Freeport West Extension Center. Many of these courses were manufacturing-related and catered to the needs of the companies located at the Freeport Center. 2. Increase enrollment by 9% in the Electrician and Plumbing Apprentice programs. Achieve a firsttime pass rate of 75% or higher on the written portion and 50% or higher on the practical portion of the licensing exam. The Electrician Apprentice program had 11,412 membership hours in FY 2013 and 13,680 in FY 2014 representing a 19.8% increase. The Plumbing Apprentice program went from 15,430 membership hours in FY 2013 to 19,896 in FY 2014 representing a 29.6% increase. The students who have completed the programs have not yet taken the journeyman exam, so first-time pass rates are not available at this time. 3. Implement the Electronic Health Information Technician program and achieve 17,100 membership hours. Due to changes in regulations, the curriculum for the program was not written until March. The new program is underway with continued curriculum modifications. 4. Offer evening classes in the Medical Assistant and Dental Assisting programs and increase membership hours by 6,000 in each program. Medical Assistant increased membership hours by 9,988 and Dental Assisting increased by 14,004. Both are nearly double the membership hours earned in 2013.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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F Y 2 0 1 4 Tr a i n i n g D i v i s i o n A c c o m p l i s h m e n t s 5. Create a pre-health occupations course to assist Job Corps students who do not meet Nurse Assistant admission requirements. A 30-hour, pre-health occupations course was created to assist Job Corps students who do not meet Nurse Assistant admission requirements. Due to Federal Department of Labor Job Corps budget constraints, the course was not offered. The course is developed and will be available for future use. 6. Hire four additional faculty members for the Practical Nurse program and admit another cohort of students. Three additional faculty members for the Practical Nurse program were hired, enabling us to expand the program from two annual cohorts of 40 students to three cohorts of 30, increasing program enrollment by ten students. 7. Obtain approval from the Council on Occupational Education for upgrade certificates and expand offerings. The Utah College of Applied Technology and the campus Board of Directors approved the Occupational Skills Certificate defining an official credential issued by the campus. The credential will be awarded to DATC students who enroll in Continuing Education courses that are documented as being needed by one or more Utah employer but that do not meet the Council on Occupational Education program definition. Accredited program offerings were expanded to include Certificates of Program Completion, which indicate a studentâ&#x20AC;&#x2122;s completion of a program, and Program Certificates, which indicate a studentâ&#x20AC;&#x2122;s completion of institutional certificates earned while enrolled in the program. 8. Revise and rejuvenate the Pro Series Training Program and curriculum and introduce the series at other Business Resource Centers. A new agreement is being developed with the curriculum content owner that delivers training at two separate levels. This training will be available in 2015. Although Pro Series curriculum is available to other Business Resource Centers, this was not implemented. 9. Increase eStation incubator occupancy rate to 75%. The incubator occupancy rate at year end was around 65%. This will be addressed in 2015 objectives. Rental agreements are currently being negotiated that will give the eStation a 75% occupancy rate before the end of August 2014. 10. Increase Utah Small Business Development Center Network grant for the Kaysville SBDC from $30,000 to $60,000. The Utah Small Business Development Center Network has continued to decline requests for additional permanent money. A request has been made and one-time money will be received this year that will be used to keep one part-time employee and add another. 2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

Business Plan

FY 2014 Operations Division Accomplishments 1. Ensure the College complies with the Americans with Disabilities Act (ADA) and State of Utah Risk Management requirements. An ADA compliance committee was created and members developed a survey to evaluate several areas of compliance with designated criteria. Compliance includes accessibility in physical facilities, web and instructional materials, and services provided. In 2015 members will complete the selfassessment and develop plans to come into compliance. 2. Review and update the Emergency Operations Plan to include: emergency notification system, operations center, response team, and shelter-in-place plan. The Emergency Operations Plan was reviewed and revised. An earthquake drill revealed deficiencies in our existing emergency notification system. In 2015 we will research a system that may replace our existing system to resolve the deficiencies. An Emergency Operations Center was set up in an on-campus portable that is equipped with a generator. First responder training was provided for personnel who serve on the Crisis Intervention Team. The training informed personnel of action they can take until more advanced emergency or medical personnel arrive. 3. Create donor documentation for the Allied Health Education building. A 63-page, full color, spiral-bound booklet was developed and provided to Foundation Board members and will be available for prospective donors. The book outlines building design and includes naming opportunities for different locations in the building. 4. Complete the following infrastructure/operations projects: Freeport West Extension Center, Information Technology/Utah Education Network remodel, air handler upgrades, and exterior signage. All projects were completed. 5. Automate and simplify enrollment and financial aid processes. Paper forms in Student Services were converted to electronic format, expediting the process by automatically routing forms to appropriate personnel. Financial Aid coordinated with the Information Technology Department to develop an e-form application used to target potential students with need, executed a new email notification process using Outlook, and began the implementation of the National Student Loan Clearinghouse, which will save eight hours of processing each month. 6. Improve efficiency through use of the Student Information System and by recommending improvements to the system. Northstar II, an upgrade to the Student Information System, was implemented with no downtime or interruption to college services. 24

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

Business Plan

FY 2014 Operations Division Accomplishments The Student Information System Committee was created and is made up of personnel from each college division and a representative of the software developers. The committee meets regularly to discuss issues and suggest software improvements. A running list of development requests is maintained and significant progress has been achieved in improving the interface, implementing new features, creating forms and reports, and stabilizing the system for a better user experience. The committee made integration of Financial Aid tools a priority for the software development team. Specifications have been provided and this will be an ongoing goal in 2015. 7. Support the 20/20 goal by identifying and engaging with â&#x20AC;&#x153;near completersâ&#x20AC;? who have left the College. Working from lists of students who were approaching program completion but withdrew from the college for various reasons, calls were placed to re-engage students. Twenty-four students returned and completed their certificates. Many prospective students who express interest in attending the DATC after completing their Free Application for Federal Student Aid (FAFSA) fail to follow through on the enrollment process. Student contact information was provided to the College Recruiter who contacted 13 of the students, and enrollment assistance was provided. 8. Expand scholarship services using new tuition-waver money. A low-income scholarship program was created that supplements Pell Grant-eligible students who do not have adequate funding to cover tuition. This resulted in 20 scholarships to students needing funding for Academic Development and 16 scholarships to students who did not qualify for enough Pell to cover direct school costs. A funding mechanism was created to meet the needs of former students who were encouraged to return to college to finish their program. This resulted in eight students returning and finishing their programs. Funds were used to reward high-performing, Pell Grant-eligible students who exhaust federal dollars through early completion. This resulted in the awarding of 14 scholarships. Financial Aid Office personnel assisted with the recruitment of need-based and meritorious students which resulted in 33 students being funded through a marketing campaign and recruitment following a large company lay-off. 9. Create a satellite assessment center at the Freeport West Extension Center. A satellite assessment center was fully implemented and approved by PearsonVue at the Freeport West Extension Center, allowing staff to administer professional industry certifications.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

Business Plan

FY 2014 Quality and Development Division Accomplishments

1. Improve certification tracking and reporting. Licensing and Certification Procedures were developed and implemented, identifying criteria, roles, and responsibility for the management of student licensing and industry certification. Reports were developed providing staff members with access to current student licensing and certification metrics by program and enabling instructors to set goals and increase the number of industry credentials earned by students. Over 950 students achieved third party validation of knowledge and skills gained in their programs through industry certification and licensure. These credentials are beneficial to students in securing and increasing employment opportunities. 2. Develop and use data to evaluate quality and inform the decision-making process. Several Business Intelligence reports were developed to provide administrative staff members with necessary information to make informed decisions. They include: Adjunct Faculty Cost Analysis, Industry Certification and Licensure Rates, Course Length Analysis, Curriculum Completion Audit, Student Outcomes (completion, placement, and licensure), Early Exit Students, Externship Participation, Budgets, Membership Hours, High School Enrollment, State Skill Certification, and Student Course Evaluations. 3. Increase the availability of work-based learning in programs by 10% and develop metrics for measuring its effectiveness. Faculty members in five programs added externship or clinical opportunities to program training plans. 1,373 students from over half of the Collegeâ&#x20AC;&#x2122;s programs participated in externship and clinical opportunities. These students were able to practice the knowledge and skills developed in the program, work beside industry professionals, and serve the public. Many externship and clinical opportunities result in permanent employment. 26

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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FY 2014 Quality and Development Division Accomplishments 4. Move all content in Moodle to Canvas. Instructional Systems Design personnel and faculty members have made significant progress in moving content from the locally housed and managed Moodle Learning Management System (LMS) to Canvas LMS. Sixteen programs have already moved to Canvas, and nine programs are in the process of moving and will be moved in early 2015. 5. Expand promotional activities to increase enrollments and target programs with low enrollment levels. Promotional activities contributed to an increase in membership hours for Dental Assisting, Medical Assistant, Automation Technology, and Machine Tool Technology. Additional community events; speaking engagements; television, radio, bus board, newspaper, mall, retail, online, and social media advertising; and news stories, email, and text advertising were used to focus on each program. 6. Improve the resources offered at the Career Connection Center. College recruiting, enrollment, financial aid, and academic development personnel worked together to provide more customized service, guidance, and support referral to new students. Services to students were increased to include assistance with the development of Lunch-and-Learn events. 7. Implement marketing requests and approvals, project management, and social media management. An email marketing request form, project processes, collaborative Google Docs project management, and an annual production calendar were developed to improve management, efficiency, and effectiveness of the Marketing Department. Eight institutional leaders were given the ability to post college announcements, events, and promotional information to social media. 8. Revise the Foundation by-laws. This goal was not accomplished and will be included in 2015 objectives. 9. Expand the Foundation Board to include two new members from the medical profession. The Foundation Board acquired one new member from the medical profession and decided one medical professional is sufficient as an existing member is an executive leader for a major hospital. 10. Work with the Scholarship Committee to develop a method to engage College alumni. The Scholarship Committee did not meet, but the Director recommended a quarterly alumni newsletter which will be included in 2015 objectives.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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2015 Goals

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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FY 2015 Institutional and President’s Office Goals

Institutional Goals Attain the following metrics: Increase membership hours by 4.3%. Increase student headcount by 3%. Increase student completion by 2%. Increase student placement by 2%. Increase DATC Certificates of Program Completion and Program Certificates by 45%. Increase student externship/clinical participation by 13%. Increase student industry certification by 40%. Increase private training by 10% Increase Custom Fit training by 9% and employees served by 125.

President’s Office 1. Provide leadership and apply resources to accommodate reorganization across all programs and customer service operations. 2. Establish a comprehensive Veterans’ Service Center by providing resources, facilities, and leadership to create a high-performance center with a Veterans’ Counselor. 3. Provide resources and leadership support to implement a new Human Resource Management System. 4. Establish a strong partnership with LDS Business College to serve LDS Business College students and provide an opportunity for continuing education for DATC students. 5. Create support for the new Allied Health building by developing a strategic capital campaign to support our legislative funding request for the building. 6. Establish and support the new Plastic Injection Molding program. 7. Develop systems and processes to manage hourly employee approval and deployment.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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FY 2015 Administrative Services Division Goals 1. Develop system details and constraints for a new Campus wide clock system. Purchase and install the new system and clocks. 2. Create and maintain identification badges. Provide employee identification badges with RFID electronic capabilities, to be used for employee photo identification, electronic keys/access control, and time clock entry. 3. Implement the new “TimeForce” electronic time and attendance tracking and reporting system, including time-clocks and remote entry capabilities. 4. Implement the new “iSolved” HRIS (Human Resource Information System) workforce management system. Utilize the system for processing payroll, benefits, and administration of other employee data and records. 5. Provide and utilize employee reports for department managers to monitor hourly employee hours. Identify efficiency data and productivity with workload trends. 6. Upgrade and maintain electronic door access controls associated with identification badges. 7. Improve facilities processes to include projects, moves and better collaboration within the departments. Facilities projects will be approved by the President’s Council and completed in a timely manner. 8. Update vending machine contracts to improve the appearance and profitability of vending machines. 9. Find a vendor to partner with to provide online retail sales capabilities for the DATC Bookstore and implement an online sales option. 10. Formulate a copy machine replacement plan for the Print and Media Center, including a plan for replacing the Kodak 9110 Printer. 11. Conduct a thorough review of DATC purchasing policies and procedures to ensure they are in compliance with the most recent Utah Code and applicable Administrative Rules. Make necessary policy and procedure revisions. 12. Review and update Donations Accounting Policy and DATC procedures related to the Foundation. 13. Improve institutional data security. Discover, classify, and protect student, employee, and College data from leakage and breaches. 14. Create and distribute a monthly technology tips and tricks. 15. Assist the Training Division with the evaluation and restructuring of the DATC Nurse Assistant program to ensure that the program is in compliance with Federal Regulations, State Rules and oversight for clinical sites. Assist in the review of job descriptions. Identify the needs and requirements of each position and ensure that all employees meet the required qualifications. Assist in the review of equipment needed and the ability to expand class offerings. 30

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

Business Plan

F Y 2 0 1 5 Tr a i n i n g D i v i s i o n G o a l s

1. Increase the outreach efforts of faculty by investing in new industry contacts, renewing existing relationships, participating in trade associationsâ&#x20AC;&#x2122; events, and actively engaging in three or more industry events per year; with a result of better Employer Advisory Committees, more externships for students, and a deeper understanding of industry trends and needs. 2. Incubate and analyze market demand for three new training programs in the areas of manufacturing and allied health occupations. 3. Investigate the feasibility and demand for a technician training program for the maintenance and repair of unmanned aerial vehicles for agricultural operations, law enforcement, military applications, and other commercial uses. 4. Improve student retention, engagement, and completion through a more comprehensive use of interactive classroom teaching technologies, increased student participation in externship opportunities, and broader placement opportunities through renewed industry contacts. 5. Revitalize and reinvigorate the Culinary Arts program with targeted efforts to raise enrollment numbers; add new course offerings; renew engagement with the Chef and Culinary community; and add broader training in occupational upgrades, advanced Chef training, and multi-cultural courses. Significant efficiencies will be realized through combining operations of the CafĂŠ, Catering, and the Culinary Arts program. 6. Restructure the Nurse Assistant program with four course offerings to meet the diverse needs of the allied health community. Improve teaching strategies with hybrid technology, focused skills labs, and the professional development of current faculty. This will result in more course completions and higher rates of certification. 7. Secure an automotive technology partnership with a major automotive manufacturer such as Toyota, General Motors, Honda, or Ford. 8. Through the efforts of faculty and program directors, raise the collective membership hours in the Training Division by 4.3%. Improved enrollment figures will be supported by a concerted effort to significantly improve employer outreach efforts, initiatives by each faculty member to foster relationships with secondary and post-secondary partners, and the creation of new occupational and skills upgrade courses. 2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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FY 2015 Quality and Development Division Goals

1. Implement a donor management software system to maintain historic information on donors and potential donors to better engage and re-engage past donors. 2. Utilize the Foundation website and social media to facilitate online donations, expand visibility, and share information in a timely manner. 3. Increase Foundation and institutional funding through the development of new and collaborative grant opportunities, and through researching capacity and propensity of foundations to contribute to the college. 4. Integrate Customer Relationship Management and Student Information Systems to improve tracking and reporting of student recruitment, enrollment, and outcomes. 5. Increase outreach efforts by establishing relationships with potential community partners and increasing participation and visibility in major community events. 6. Create a committee to write, review, and approve college policies and centralize and standardize the management and availability of college data and information, including policies, procedures, plans, and evaluations to improve version control and accuracy. 7. Document departmental procedures and develop supporting resources to improve efficiency, consistency, and quality of services. 8. Develop an extensive student retention strategy and begin implementation. 9. Hire a Veteransâ&#x20AC;&#x2122; Counselor and expand the services and community outreach offered to veteran students and their dependents. 10. Hire a Transitions Counselor to work with single-parent students and those struggling with intergenerational poverty.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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FY 2015 Quality and Development Division Goals

11. Apply for Experimental School Site Status with the U.S. Department of Education to allow for experimentation in using federal financial aid for prior learning assessment with competency-based education in a clock-hour school. 12. Develop and implement programmatic and institutional accreditation audits to verify program and personnel compliance on an annual basis and for successful site visits. 13. Provide feedback, concepts, and specifications to the Student Information System software development team for the continued development and improvement of the system in meeting the needs of college departments. 14. Develop static and real-time reports to improve administrative decisions, set measurable goals, and evaluate the effectiveness of college and personnel performance. Develop report audits to verify the accuracy and integrity of data. 15. Analyze institutional needs for professional development; design a plan for implementation, including individual courses, employee training plans, and instructional resources; develop and implement training on a platform accessible to all employees; and create tools to evaluate effectiveness. 16. Extend the use of Canvas and other media and technical resources to supplement and improve instruction and student engagement, retention, and competency. 17. Implement Kaltura Media Management System and Equella Digital Repository to improve quality and efficiency in the management of resources.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Budget Summary for FY 2015 Davis Applied Technology College General Operating Fund For The Fiscal Year Ending June 30, 2015 Fiscal Year 2014-2015 Original Budget Amount

Revenues Student Tuition and Fees State Appropriations

Total Revenues

Instruction Academic Support Student Services Institutional Support Operation and Maintenance of Plant Scholarships

Total Expenses

14.56% 85.44%

$ 14,259,262

100.00%

$ 6,802,885 1,092,996 1,919,718 2,473,256 1,845,406 125,000

Total Expenses $ 14,259,262

Personal Services Travel - In State Travel - Out of State Current Expense Capital Outlay

$ 2,075,462 12,183,800

Expenses by Function

Expenses by Category

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

47.71% 7.67% 13.46% 17.34% 12.94% 0.88% 100.00%

$ 11,883,864 44,370 63,850 1,841,549 425,628

83.34% 0.31% 0.45% 12.91% 2.98%

$ 14,259,262

100.00%

Business Plan

Performance Indicators

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Enrollment Summary

Enrollment Summary Full-Time Enrollment (FTE) = 1,560 Contact Hours = 1,404,362 * Represents data reported to the Council on Occupational Education in the 2013 Annual Report.

Student Headcount by Location* 2%

10% 8% 4%

Main Campus = 4,490 Students Freeport Extension Center = 611 Students Freeport West Extension Center = 139 Students Draper Instructional Service Center = 473 Students

76% 59

Other Secondary Training Locations = 236 Students

* Students may be represented at more than one campus.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Enrollment Summary Historic Secondary/Post-Secondary Unduplicated Student Headcount

4000 3000 2000

Total Student Headcount: 2012 = 7,579 2013 = 6,292 2014 = 5,869

946 (16%)

5000

4,923 (84%)

6000

1,095 (17%)

Secondary

5,197 (83%)

7000

1,375 (18%)

Post-Secondary

6,204 (82%)

8000

1000 0

2012

2013

2014

Historic Secondary/Post-Secondary Student Membership Hours

300000 0

2012

2013

Total Student Membership Hours: 2012 = 1,534,195 2013 = 1,404,362 2014 = 1,322,540

229,300 (17%)

600000

1,093,240 (83%)

900000

206,592 (15%)

Secondary 1,197,770 (85%)

1200000

219,937 (14%)

Post-Secondary 1,314,258 (86%)

1500000

2014

Student Headcount by Enrollment Objective*

15%

Certificate Seeker = 2,827 Students

Occupational Upgrade** = 344 Students 45%

Secondary = 946 Students Senior Citizen = 16 Students

.26%

27%

Basic Skills = 462 Students Lifelong Learner = 1,676 Students *Students can be represented in more than one category **Student currently employed in a field that is related to the training enrolled in.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Enrollment and Projections

Secondary Headcount

Post-Secondary Headcount

Secondary Membership Hours

Post-Secondary Membership Hours

Secondary Headcount

2015 Projected

Post-Secondary Headcount

Secondary Membership Hours

COE Accredited Training Programs

Post-Secondary Membership Hours

2014

Advanced Esthetician

31,379

1,286

34,170

1,313

American Sign Language-Interpreting

10,473

13,353

Architectural and Engineering Design

24,474

4,666

26,775

4,855

101

Automation Technology

31,939

1,443

151

33,222

1,731

140

Automotive Technology

14,514

3,422

15,810

3,636

Business Technology

38,869

3,052

138

40,035

3,030

143

CNC Machining

30,987

2,615

35,116

2,900

111

Composite Materials Technology

23,028

7,713

141

31,000

6,565

165

Cosmetology

79,138

48,484

164

83,001

50,437

174

Culinary Arts

15,794

11,661

23,256

17,372

Dental Assisting

17,750

13,160

20,000

13,949

Diesel/Heavy Duty Technology

48,767

17,208

122

57,936

17,869

131

Digital Media Design

30,372

13,458

102

33,456

14,026

114

9,978

8,855

Draper-Business Technology

33,552

149

29,774

135

Draper-Culinary Arts

40,218

133

35,690

120

Draper-Machinist Technician

15,453

13,713

Draper-Automotive Technology

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Enrollment and Projections

Secondary Headcount

Draper-Maintenance Technician

18,132

16,091

Draper-Welding Technology

19,881

17,642

Electrician Apprentice

13,590

14,372

Emergency Services

26,262

6,392

151

28,247

8,978

157

Health Information Technology

2,520

3,973

11,220

2,020

Heating and Air Conditioning

4,500

765

5,370

Information Technology

50,409

3,338

175

57,378

3,949

207

Medical Assistant

25,022

704

30,000

4,000

Motor Sports Technician

11,488

4,015

12,890

4,446

Nail Technician

10,030

1,546

10,537

1,608

Nurse Assistant

70,226

15,995

473

159

44,370

12,625

441

125

Pharmacy Technician

32,865

18,674

123

34,680

19,426

135

Plumbing Apprentice

11,430

8,481

12,008

8,807

Practical Nurse

94,470

135

85,374

124

Surgical Technology

25,404

26,689

Welding Technology

34,134

17,274

129

40,000

19,193

147

103

947,048

209,415

3,377

859

982,029

222,736

3,465

966

COE Accredited Training Programs

COE Accredited Training Programs Sub-Total

Secondary Headcount

Post-Secondary Headcount

Secondary Membership Hours

Post-Secondary Membership Hours

2015 Projected

Post-Secondary Headcount

Secondary Membership Hours

Post-Secondary Membership Hours

2014

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Enrollment and Projections

Secondary Headcount

Academic Development

44,460

5,885

465

45,000

6,000

474

American Sign Language (Short Courses)

10,800

13,934

124

11,124

14,352

124

3,380

104

3,400

110

WSU Registered Nurse

60,165

113

61,000

125

Continuing Education

26,189

1,319

32,000

1,500

1,345

1,200

n/a

Non-Accredited Training Subtotal

146,194

19,885

2,069

171

152,524

21,852

2,121

172

Grand Total

1,093,240

229,300

5,446

1,031

1,134,553

244,588

5,586

1,138

Non-Accredited Training

Diesel Technology (Short Courses)

Paralegal

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

Secondary Headcount

Post-Secondary Headcount

Secondary Membership Hours

Post-Secondary Membership Hours

2015 Projected

Post-Secondary Headcount

Secondary Membership Hours

Post-Secondary Membership Hours

2014

Business Plan

Historic Outcomes

Secondary Summary 100 80

88%

84%

81%

2011 2012 2013

40 20 0

Completion

Post-Secondary Summary 97%

88%

93%

2011 2012

59%

2013

46%

47%

88%

83%

78%

60%

76%

88%

100

20 0

Completion (60% required)*

Graduation

Placement

Licensure

(70% required)*

*Represents Post-Secondary data reported to the Council on Occupational Education in the 2013 Annual Report.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Outcome Projections The Council on Occupational Education (COE) requires programs at accredited institutions to meet benchmarks for student outcomes. Programs must meet the minimum rate of 60% student completion, 70% student placement, and 70% student licensure. Outcomes are reported in the COE Annual Report, which is submitted each December. This provides instructors with six additional months, beyond the end of the fiscal year, to follow-up with former students to determine employment status.

Licensure Pass Rate

Completion Rate

Placement Rate

2015 Projected Licensure Pass Rate

Placement Rate

Program Name

Completion Rate

2014*

Advanced Esthetician

70%

100%

75%

95%

100%

American Sign Language-Interpreting

89%

100%

60%

100%

Architectural and Engineering Design

70%

93%

60%

71%

Automation Technology

67%

92%

65%

94%

Automotive Technology

76%

100%

76%

100%

Business Technology

70%

94%

70%

94%

CNC Machining

71%

100%

71%

100%

Composite Materials Technology

78%

72%

78%

72%

Cosmetology

67%

83%

100%

85%

77%

83%

Culinary Arts

75%

96%

75%

96%

Dental Assisting

81%

89%

81%

89%

Diesel/Heavy Duty Technology

75%

100%

82%

100%

Digital Media Design

63%

100%

60%

96%

Draper-Automotive Technology

60%

70%

Draper-Business Technology

60%

70%

Draper-Culinary Arts

60%

70%

*Represents Post-Secondary data reported to the Council on Occupational Education in the 2013 Annual Report. **Data reported with the same program offered at the main campus.

2 0 1 5 D a v i s A p p l i e d Te c h n o l o g y C o l l e g e

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Outcome Projections

Placement Rate

Completion Rate

Licensure Pass Rate

2015 Projected Licensure Pass Rate

Program Name

Placement Rate

Completion Rate

2014*

Draper-Machinist Technician

86%

100%

86%

70%

Draper-Maintenance Technician

93%

100%

93%

70%

60%

70%

84%

98%

100%

84%

98%

100%

60%

70%

Heating and Air Conditioning

88%

100%

88%

100%

Information Technology

67%

98%

60%

89%

Medical Assistant

71%

70%

71%

70%

Motor Sports Technician

61%

89%

61%

89%

Nail Technician

62%

92%

100%

62%

92%

100%

Nurse Assistant

85%

81%

95%

85%

81%

95%

Pharmacy Technician

77%

96%

77%

96%

Plumbing Apprentice

86%

100%

86%

100%

Practical Nurse

97%

100%

97%

100%

Surgical Technology

100%

89%

100%

89%

Welding Technology

67%

100%

63%

100%

Draper-Welding Technology Electrician Apprentice Health Information Technology

*Represents Post-Secondary data reported to the Council on Occupational Education in the Annual Report. **Data reported with the same program offered at the main campus.

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Credential Projections Students enrolled in accredited programs can earn a DATC Certificate of Program Completion, which indicates the completion of a full program. DATC Program Certificates are also available in some programs, indicating completion of specific courses within the program. Third-party validation of knowledge and skills are also available in most DATC programs through industry certification and licensure.

Advanced Esthetician

Industry Licensure

Industry Certification*

NEW Program Certificates

Certificates of Program Completion

2015 Projected

Industry Licensure

Industry Certification*

Program Name

Certificates of Program Completion

2014

114

American Sign Language-Interpreting

Architectural and Engineering Design

Automation Technology

Automotive Technology

Composite Materials Technology

Cosmetology

Culinary Arts

Dental Assisting

Diesel/Heavy Duty Technology

Digital Media Design

Draper-Business Technology

Draper-Culinary Arts

Business Technology CNC Machining

Draper-Automotive Technology

Draper-Machinist Technician *Industry certification includes USOE State Skill and/or professional industry certifications.

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Credential Projections

Draper-Welding Technology

Electrician Apprentice

275

200

145

200

Health Information Technology

Heating and Air Conditioning

Information Technology

181

202

181

Medical Assistant

Motor Sports Technician

Nail Technician

100

Nurse Assistant

415

275

400

450

Pharmacy Technician

Plumbing Apprentice

Practical Nurse

120

Surgical Technology

Welding Technology

1,413

830

207

1,173

879

1,157

381

Emergency Services

Total

Industry Licensure

Industry Certification*

Certificates of Program Completion

Draper-Maintenance Technician

NEW Program Certificates

Industry Licensure

2015 Projected

Program Name

Industry Certification*

Certificates of Program Completion

2014

*Industry certification includes USOE State Skill and/or professional industry certifications.

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Employer Advisory Committees

Employer Advisory Committees exist for every DATC program. Committees are made up of at least three industry representatives external to the institution. Members represent our geographic service area and bring industry expertise to ensure relevant and current practices of each occupation are taught. Advisory committees meet at least twice annually and must have at least three members physically present. Members provide information about employment outlook in the field. This feedback is used to ensure quality and improvement in our programs. Members complete a survey that includes the following evaluation criteria: 1. Program objectives align with the knowledge and skills required for entry-level employment. 2. Program admissions requirements reflect the knowledge and skills needed to be successful in the program. 3. The program and course length provide enough instruction time for students to meet entry-level employer requirements. 4. Program content (i.e. course titles, descriptions and objectives) reflects industry knowledge and skill requirements. 5. Equipment is current and reflects what is being used in industry. 6. Instructional materials are engaging and relevant to the knowledge and skills needed in industry. 7. The program delivery method (traditional, hybrid, distance education, work-based learning) is appropriate to the content of the program. 8. Training reflects appropriate knowledge and skill level. 9. Student assessment format is appropriate and the content of tests aligns with the course description and objectives. 10. Course evaluation method is appropriate to determine the success of instruction and instructional materials.

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2014 Employer Advisory Committees

Total Committee Membership = 325

Unique Companies Represented = 243

Each evaluation question is given a five point rating: “Strongly Agree=4”, “Agree=3”, “Neutral=2”,” Disagree=1”, and “Strongly Disagree=0.” Results have been summarized in the table that follows with higher scores indicating greater approval. Program Name

Score

Program Name

Score

American Sign Language-Interpreting

3.88

Emergency Medical Technician - Advanced

3.72

Architectural and Engineering Design

3.33

Emergency Medical Technician - Basic

3.68

Automation Technology

3.24

Esthetician

3.88

Automotive Technology

2.96

Firefighter

3.60

Business Technology

2.72

Health Information Technology

3.80

Composite Materials Technology

3.19

Heating and Air Conditioning

3.63

Cosmetology

3.52

Information Technology

3.37

Culinary Arts

3.63

Machine Tool Technology

3.31

Dental Assisting

3.82

Master Esthetician

3.84

Diesel/Heavy Duty Technology

3.68

Medical Assistant

3.43

Digital Media Design

3.40

Motor Sports Technician

3.43

Draper – Automotive Technology

2.96

Nail Technician

2.83

Draper – Business Technology

2.72

Nurse Assistant

3.18

Draper – Culinary Arts

3.63

Pharmacy Technician

3.66

Draper – Machinist Technician

3.31

Plumbing Apprentice

3.76

Draper – Maintenance Technician

2.57

Practical Nurse

3.92

Draper – Welding Technology

2.90

Surgical Technology

4.00

Electrician Apprentice

3.18

Welding Technology

3.57

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Employer and Continuing Education Continuing Education - Courses provide professional development and technical skill. Many Continuing Education courses are created in response to requests from industry to address the needs of their employees. In order to make services more accessible and to meet the needs of area citizens, businesses, and industries, training is available both on campus and at off-campus sites. Community Education - Courses are personal interest courses available to the community. Custom Fit - State Custom Fit funds are allocated by the Utah State Legislature and are targeted to assist new or expanding businesses in the state. This training is often conducted at the work site to meet a variety of employee schedules. Hill Air Force Base Pathways - In an effort to meet the needs and increased demand for qualified workers, a partnership between Hill Air Force Base (HAFB) and DATC was established. The Pathway Program, provided through HAFB, allows the college to offer training made up of courses from regular programs as well as those specifically designed for federal employment. New hires at HAFB are required to complete designated programs as a condition for their employment. Enrollment is represented with accredited program data.

2014 Membership Hours

Program Name

2015 Projected

Headcount

Membership Hours

30,027

965

22,128

1,351

Custom Fit

27,915

1,375

32,102

1,500

Custom Fit (Private)

15,608

455

16,500

500

73,550

3,153

70,730

3,351

1,351

Sales

2013

2014

2015

Continuing Education

$243,394.23

$214,438.25

$235,000

Custom Fit

$506,551.78

$515,411.13

$585,000

Private

$105,234.40

$155,858.30

$180,000

$855,180.41

$885,707.68

$1,000,000

Total Sales

2014

2015

Appropriated Budget

$315,000

$470,000

Company Contribution

$188,000

$282,000

127

155

1,375

1,650

27,915

32,102

Companies Served Trainees Served Hours |

NEW Occupational Skill Certificates

Continuing Education

Total

Headcount

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Externship/Clinical Participation Many DATC programs provide students with work-based learning (externship/clinical) experiences, giving students the opportunity to serve the public and practice the skills they have developed in the program. Many opportunities result in permanent student employment. Program Name

2014

2015

2014

2015

141

125

Draper-Maintenance Technician

American Sign Language-Interpreting

Draper-Welding Technology

Architectural and Engineering Design

Electrician Apprentice

Automation Technology

Emergency Services

139

120

Automotive Technology

Health Information Technology

Business Technology

Heating and Air Conditioning

CNC Machining

Information Technology

Medical Assistant

Cosmetology

189

193

Culinary Arts

Nail Technician

Dental Assisting

Nurse Assistant

431

475

Diesel/Heavy Duty Technology

Pharmacy Technician

213

219

Plumbing Apprentice

Draper-Automotive Technology

Practical Nurse

141

120

Draper-Business Technology

Surgical Technology

Draper-Culinary Arts

Welding Technology

Draper-Machinist Technician

1,383

1,428

Advanced Esthetician

Composite Materials Technology

Digital Media Design

Program Name

Motor Sports Technician

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Student Organizations

National Technical Honor Society (NTHS) The DATC chapter of the NTHS was established to honor outstanding student achievement and leadership in career and technical education, promote educational excellence, award scholarships, and enhance career opportunities for students who are inducted as members.

Health Occupations Students of America (HOSA) HOSA is a national student organization recognized by the U.S. Department of Education. HOSAâ&#x20AC;&#x2122;s two-fold mission is to promote career opportunities in the health care industry and to enhance the delivery of quality health care to all people. Of the six students who were members of HOSA in 2014, four placed at the state competition and traveled to the national competition.

SkillsUSA SkillsUSA is a partnership of students, teachers, and industry working together to ensure America has a skilled workforce. Their mission is to empower members to become world-class workers, leaders, and responsible citizens. A DATC Plumbing Apprentice student, Clint McCloud (pictured above on far right), received the gold medal in the SkillUSA National Competition in 2014.

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Student Organizations

Program Name

NTHS

HOSA SKILLS

Program Name

NTHS

HOSA SKILLS

American Sign Language-Interpreting

Esthetician

Architectural and Engineering Design

Firefighter

Automation Technology

Health Information Technology

Automotive Technology

Heating and Air Conditioning

Business Technology

Information Technology

CNC Machining

Master Esthetician

Composite Materials Technology

Medical Assistant

Cosmetology

Motor Sports Technician

Culinary Arts

Nail Technician

Dental Assisting

Nurse Assistant

Diesel/Heavy Duty Technology

Pharmacy Technician

Digital Media Design

Plumbing Apprentice

Electrician Apprentice

Practical Nurse

EMT-Advanced

Surgical Technology

EMT-Basic

Welding Technology

Energy Technician

116

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Student Income Survey and Financial Aid Student Income Survey An income survey of post-secondary DATC students was conducted during the week of Feb 3-7, 2014 to assess income levels of enrolled students. The purpose of the survey was to understand the number of students who fall within the: below to very low, very low to low, and low to moderate income brackets. This information enables DATC to apply for grants designated for institutions that serve a significant population of low income students. 600

Students in very low to moderate income bracket

173 (27%)

100

2014 Financial Aid

2014

203 (30%)

200

2013

162 (23%)

300

2012

544 (77%)

400

466 (73%)

474 (70%)

500

Students in moderate to high income bracket

*Income brackets represent household income and are set by data from Davis County 2013 income limits.

Financial Aid Students who receive some type of financial aid

Number

Percent*

1,117

67%

469

40%

Students who receive Pell Grants *Percent of total eligible students.

Scholarships and Tuition Waivers

Number

Total

Scholarships Awarded

253

$116,249

Tuition Waivers

296

$112,875

549

$229,124

Total

Veterans and their Dependents

Number

Total

Chapter 33: Post 911 GI Bill

47%

Chapter 30: Montgomery GI Bill

28%

Other

25%

109

100%

Total 52

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Marketing

Major Events

Date

Attendees

September 27, 2013

500

Freeport West Ribbon Cutting

October 30, 2013

300

Open House

August 22, 2013 January 23, 2014

300

November 13, 2013

750

Utah Career Days

April 29-30, 2014

3400

Boy Scout PowWow

May 16-17, 2014

275

March 19-20, 2014

350

35th Anniversary Carnival

Job Fair (60 employers)

Jr. High Tech Expo

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Regional Assessment Center

Regional Assessment Center The following assessments were administered in the Brent V. Petersen Regional Assessment Center in 2014: Assessment

Number Percent

DATC Admissions Test (Accuplacer Math placement test)

606

DATC Admissions Tests (other subjects)

7,462

46%

Certified Nurse Assisting Skills Assessment

1,263

Certified Nurse Assisting Written Assessment

1,212

182

1,543

10%

General Educational Development (GED)

833

Examinations proctored for higher education students

431

Police Officers Selection Test (POST)

133

Miscellaneous (i.e., alternate documentation, test waivers, competency demonstration)

2,484

15%

Total

16,149

100%

Skill-based Industrial Certification Assessments Online Industry Certification Assessments (i.e., Pearson Vue, MOS, PSI, IC3)

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D AVI S

APPL IED

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COL L EGE

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