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Policy and Report Library > Reports > 2008 Performance Measurement Report

Bristol Community College

Bristol Community College (BCC) primarily serves residents of Bristol County and southeastern Massachusetts, providing programs that nurture the region’s economic health and enable individuals to make productive life choices. In April 2004, Bristol Community College was identified as “a model two-year college” in a Boston Globe editorial series on workforce development. The editorial praised the College for partnerships with local businesses and practical programs that benefit students and economic development.

Program of Distinction
Collaborations
Access Indicators
Affordability Indicators
Student Success and Academic Quality Indicators
Fiscal Effectiveness and Efficiency Indicators

Program of Distinction

The future is small—with small business and entrepreneurial thinking, that is. To reach out to the micro-engines of the economy, BCC established the Academic Center for Entrepreneurship (ACE) to provide business planning skills and networking opportunities for high school and BCC students, alumni and community members. Since its establishment in 2006, more than 500 people have taken advantage of the Center’s services. ACE grew out of a BCC degree program in Entrepreneurship, buttressed by research indicating that small business and incubator projects in the region could provide a whole new career pathway that would nourish the local business community. Started under the Presidential Fellowship professional development program initiated by BCC President John J. Sbrega, ACE has become a resource center for local entrepreneurs, and has also assisted high school and college students plan careers as entrepreneurs. Services include mentoring, counseling for small business owners, desk-incubation opportunities, youth entrepreneur programs and high school and college faculty training. Businesses developed in the region include a child-care facility, fitness center, support service for the hearing impaired and a medical billing company.

Collaborations

Section I: Access to Public Higher Education in Massachusetts

Access Indicators


Fall 2007 Enrollment
Headcount 7,388
FTE 4,511

Fall Enrollment

Over the last three years, fall headcount enrollment has increased 7.5%.

Over the last three years, fall full-time equivalent (FTE) enrollment has increased 9.1%.


Annual 2007–2008 Enrollment
Headcount 10,449
FTE 4,555

Annual Enrollment

Over the last three years, annual headcount enrollment has increased 11.6%.

Over the last three years, annual FTE enrollment has increased 12.4%.


Looking Back: Fall and Annual Headcount Enrollment

Fall and Annual Headcount Enrollment from 2003/04 to 2007/08

Fall 2007 Minority Enrollment

13.3%

Minority Enrollment

Greater than the minority representation of the institution's primary draw cities and towns (10.4%) and the Southeast Region's minority representation of 10.8%.

Section II: Affordability of Massachusetts Community Colleges

Affordability Indicator


2007–2008 Tuition and Fees as a Percent of Median Family Income

4.8%

% of Median Family Income

Comparable to the Northeast regional average of 4.9%.


Looking Back: Tuition and Fees as a Percent of Median Family Income

FY2004 FY2005 FY2006 FY2007 FY2008
Bristol Community College Tuition and Fees $3,060 $3,240 $3,750 $3,750 $3,750
State Median Family Income $67,527 $68,701 $71,655 $74,463 $78,497
"X" as a Percent of State Median Family Income
X = Bristol Community College Tuition and Fees 4.5% 4.7% 5.2% 5.0% 4.8%
X = Massachusetts Community Colleges' Average Tuition and Fees 4.8% 4.9% 4.9% 4.7% 4.7%
X = Northeast Average Tuition and Fees 4.8% 4.8% 4.9% 4.9%

Section III: Student Success and Academic Quality

Success and Quality Indicators


Fall 2006 Cohort First-Year Persistence Rate
Retained at original institution 63.6%
Retained at any institution 69.8%

Fall Cohort First-Year Persistence

Persistence at original institution has increased 2.6 percentage points over the last three years and is above the segmental average of 56.5%.


Looking Back: Fall-to-Fall First-Year Persistence Rate

Fall-to-Fall First-Year Persistence Rate from 2004 to 2006

Fall 2003 Cohort Four-Year Overall Success Rate

71.5%

Fall 2003 Cohort Four-Year Individual Success Rates
Earned Degree/Certificate 36.9%
Transferred 10.3%
Earned 30 Credits 22.6%
Still Enrolled 1.8%
Note: Each subsequent category excludes any student included in previous category(ies)

Fall Cohort Four-Year Overall Success Rate

This new indicator measures students who have earned a degree/certificate, transferred to another institution, earned 30 or more credits, or are still enrolled after four years. Future reports will include these outcomes over four, five, and six years for this and successive cohorts. Please see the Technical Guide for further details regarding this indicator.


2007–2008 Fall-to-Spring Retention Rate

93%

Fall-to-Spring Retention Rate

Fall-to-spring retention has remained relatively stable over the last three years.


FY2008 Credit Course Completion Rate

78.4%

Course Completion

Above the Board of Higher Education's target rate of 75%.


Total Degrees Conferred in FY2008

1,001

Degrees Conferred

Average degrees conferred per year over the last three years: 970


Looking Back: Degrees Conferred

Degrees Conferred From 2004 to 2008

2007 Pass Rate on the National Nursing Licensure Examination

96.6%

Nursing Exam Pass Rate

Above the Board of Higher Education's target pass rate of 85%.


FY2008 Annual Enrollment in Workforce Development Courses

13,384

Workforce Development

Average annual enrollment in workforce development courses per year over the last three years: 12,863

Section IV: Effective and Efficient Use of Resources

Effectiveness and Efficiency Indicators


Effective Projects and Initiatives


Resource Allocation

Expenditures per Student—Actual, National Peers, and Budget Formula

Expenditures Per Student

Note: This graphic was revised on May 6, 2009. The previously posted graphic displayed the data inaccurately.


FY2008 Primary Reserve Ratio
Unrestricted Reserves (UR) $8,578,615
Total Operating Expenses (TOE) $51,001,592
Primary Reserve Ratio (UR/TOE) 16.8%

Primary Reserve Ratio

Primary Reserve Ratio

Compliance

No materials weaknesses based on annual external independent audit: