Big welcome colleagues, friends and community partners to 2023! As we celebrate the excitement of new beginnings, I enthusiastically look forward to reaching our highest potential! With strategic thinking and focused energy, I envision by fall 2023 we will exceed our pre-pandemic enrollment levels and become Alamo’s largest college as well as celebrating the arrival of our next college president. We will be fully engaged in the nurturing of care, belonging, sensing and thinking (sentipensante)!
We begin 2023 with much to celebrate and exciting opportunities at our grasp. I look forward to continuing our journey…together!
January is National Mentoring Month
I am extremely fortunate to have three individuals that are my mentors and it is comforting to know I have the support of great humans who are compassionate, caring, and extremely committed to students, faculty, staff and community. As we start a new year, I encourage us to connect and seek out opportunities to engage in mentoring to help and support one another and our students.
Three College-Wide Goals to Focus On
There are many goals we are pursuing during the 2022-2023 academic year and I want to focus on three of them for this message.
Goal 1: Fall 2023 Enrollment Return to Pre-pandemic Level:
We have experienced a steady increase in our headcount, average credit hours, total semester credit hours and contact hours from pre-pandemic to post-pandemic. However, we continue to lag behind our pre-pandemic levels. With a focus on Strategic Enrollment Management strategies and outcomes, we are projected to reach pre-pandemic levels by Fall 2023.
ENROLLMENT
Fall 2019 (Pre-Pandemic) | Fall 2022 (Post-Pandemic) | % Increase/Decrease | |
Headcount | 18,101 | 17,281 | -4.0 |
Average Credit Hours | 7.7 | 7.0 | -9.0 |
Total Semester Credit Hours | 138,677 | 121,652 | -12.2 |
Total Contact Hours | 2,408,640 | 2,131,360 | -11.5 |
Spring 2020 (Pre-Pandemic) | Spring 2023 (Post-Pandemic) | ||
Headcount | 16,165 | 14,854 | -8.1 |
Average Credit Hours | 7.4 | 6.9 | -6.7 |
Total Semester Credit Hours | 119,621 | 103,888 | -13.1 |
| Total Contact Hours | 2,078,432 | 1,828,432 | -12.0 |
Data source: Institutional Research and Effectiveness Services Factbook
Goal 2: Close Long-Standing Equity Gaps (Two Examples)
CLOSE LONG-STANDING EQUITY GAPS
3-Year Graduation Rate | 2016 | 2017 | 2018 |
Male | 21.3% | 19.5% | 19.9% |
Female | 26.4% | 28.4% | 28.6% |
Hispanic | 24.2% | 24.1% | 23.3% |
African-American | 17.5% | 18.6% | 20.5% |
White | 24.2% | 25.6% | 27.6% |
Productive Grade Rates | Fall 2019 | Fall 2020 | Fall 2021 |
Male | 77.3% | 76.0% | 76.9% |
Female | 81.2% | 80.2% | 78.6% |
Hispanic | 77.7% | 76.9% | 75.7% |
African-American | 76.8% | 74.2% | 72.3% |
White | 83.6% | 82.6% | 82.3% |
Data source: Institutional Research and Effectiveness Services Factbook
Goal 3: Hire NVC’s next college president:
Dr. Jacqueline “Jackie” Claunch was NVC’s first college president and served in this role from 1998 until her retirement in 2014. She continues to provide support and service to the college and currently serves as the president of FANs: Friends of the Arts at NVC. FANs’ mission is to support and promote the programs, events, and students of the Fine and Performing Arts at NVC and beyond.
Dr. Ric Baser served as NVC’s second president from 2014 until his retirement in 2022. He has been enjoying his first few months of retirement with friends and family and is grateful for more opportunities to fish and celebrate the beauty of the outdoors.
Presidential Search Timeline:
Post the position early February
Close the posting late March
Semi-Finalist Interviews early April
Finalist Interviews early May
New President Assumes Office July or August