STRATEGIC ENROLLMENT PLAN 2016 – 2018 · 2020-06-11 · STRATEGIC ENROLLMENT PLAN 2016 – 2018...

S H A R P E N I N G F O C U S

S T R A T E G I C E N R O L L M E N T P L A N

2016 – 2018

Office of Access & Completion – Strategic Enrollment Management Team

S H A R P E N I N G F O C U S

S T R A T E G I C E N R O L L M E N T P L A N

2016 – 2018

MISSION

To provide high quality, accessible and affordable educational opportunities and services —

including university transfer, technical and lifelong learning programs — that promote individual

development and improve the overall quality of life in a multicultural community.

VISION

Cuyahoga Community College will be recognized as an exemplary teaching and learning community

that fosters service and student success. The College will be a valued resource and leader in

academic quality, cultural enrichment, and economic development characterized by continuous

improvement, innovation, and community responsiveness.

VALUES

To successfully fulfill its mission and vision, Cuyahoga Community College is consciously committed

to diversity, integrity, academic excellence, and achievement of individual and institutional goals.

We are dedicated to building trust, respect, and confidence among our colleagues, students,

and the community.

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Table of Contents

Introduction and Purpose Statement ................................................................................................................................ 4

Strategic Plan and Strategic Enrollment Plan (SEP) Alignment ............................................................................................ 4

SEP Concept .................................................................................................................................................................. 5

Completion by Design ........................................................................................................................................ 5

SEM Model ....................................................................................................................................................... 5

SEP Implications ............................................................................................................................................................ 6

SEP Assumptions ........................................................................................................................................................... 6

Historical Enrollment Trends ............................................................................................................................................ 7

SEP Framework .............................................................................................................................................................. 7

College-wide Goals/Strategies/Action Items ..................................................................................................................... 9

Appendix

Campus Sections with Strategies and Action Items/Inventory of Initiatives ....................................................................... 12

College-wide ................................................................................................................................................... 12

Eastern Campus ............................................................................................................................................. 15

Metropolitan Campus ...................................................................................................................................... 19

Western Campus ............................................................................................................................................ 23

Westshore Campus ......................................................................................................................................... 26

Student Demographics ................................................................................................................................................. 29

Fall 2015 and Fall 2014 .................................................................................................................................. 29

Spring 2015 and Spring 2014 ......................................................................................................................... 32

Strategic Enrollment Goal Metrics .................................................................................................................................. 34

Fall-to-Spring Retention .................................................................................................................................... 34

Fall-to-Fall Retention ........................................................................................................................................ 34

Total Degrees and Certificates Awarded ............................................................................................................ 35

IPEDS 3-Year Graduation Rate .......................................................................................................................... 35

Student Lifecycle Graphic ..................................................................................................................................Back Cover

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Introduction and Purpose Statement

Under the direction of the Vice President of Access and Completion, and with support and collaboration from the Access, Learning, and Success (AL&S) team and the campus leadership teams, the Enrollment Management unit provides strategic leadership and College-wide coordination for recruitment, enrollment processes, retention and completion efforts. Working closely with the Vice President of Evidence and Inquiry, the enrollment management team works to analyze trends, project enrollment, and set enrollment goals and priorities. In partnership with the Vice President of Integrated Communications, our teams respond to the community demographic data, determine marketing support and direction and develop creative approaches to reach student populations. These collaborative efforts inform the budget process for the College, as well as the work of the campus leadership and success teams, by providing necessary coordination, outreach and tracking to reach targeted goals and outcomes. This process enables the College to identify enrollment goals and strategies that align with the College’s Strategic Plan.

The purpose of the Strategic Enrollment Plan (SEP) is to provide a comprehensive and coordinated College-wide roadmap for recruitment, progression (retention) and completion efforts that supports the College’s Strategic Plan and improves outcomes for the College and our students. As tuition (26%) and state subsidy (27%) account for 53% of the College’s operating budget, maximizing our efforts to best support the entire student lifecycle is critical to institutional success.

Strategic Plan and Strategic Enrollment Plan Alignment

The 2016-2018 SEP aligns with College’s Strategic Plan focus areas and should be updated in conjunction with the cycle for the College’s Strategic Plan. These focus areas are listed below:

• Student Completion • Student Experience • Equity in Outcomes • Workforce Impact • Transparency, Accountability and Communication • Commitment, Continuity and Community Outreach

Although this plan aligns with the College’s Strategic Plan for 2016-2018, members of the College-wide enrollment management team will work each semester to review strategies, action items and outcomes to respond to changes, both internal and external to the College. Informed by feedback from our campus success team members and students, this collaboration enables us to lead efforts which maximize our strategic enrollment plan to produce significant results.

As the SEP aligns with the strategic direction of the College, the metrics developed for the College’s Strategic Plan are also supported by the work of the SEP. See the Appendix for related metrics.

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SEP Concept

Completion by Design

The College has utilized the nationally-recognized Completion by Design framework (see below) to guide its efforts over the past few years. This national model for completion aligns well as we define our SEP focus.

Strategic Enrollment Management (SEM) Model

Using the Completion by Design framework as the foundation for our work, the following SEM model was created to help visualize the relationship between the strategic focus areas (including recruitment, progression and completion), the various student taxonomy categories and the College-wide goals under each area. All are aligned with the College’s Strategic Plan focus areas, specifically student completion, student experience, equity in outcomes and workforce impact. Again, the accompanying metrics can be found in the Appendix.

CONNECTION

Interest to

application

ENTRY

Enrollment to

completion of

gatekeeper

courses

PROGRESS

Entry into course

of study to 75%

requirements

completed

COMPLETION

Complete course

of study to

credential with labor

market value

Recruitment Progression Completion

Connection/Entry

New from High School

Delayed Entry

Transfer

Continuing

Returning

College Credit Plus

Targeted Recruitment

Improve Conversion Rates

Maintain or

Increase Enrollment

Improve Retention

Increase the

Number of Students

Completing a Credential,

Gaining Employment

or Tranferring

Progress

First Year

(FYE/Second Semester)

Sophomores

Completion

Upperclassmen

Strategic Enrollment Management Model

Student Completion • Student Experience • Equity in Outcomes • Workforce Impact

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SEP Implications

The development and implementation of the SEP will positively impact the College by:

• Aligning budgets, staffing, scheduling and marketing around clear and focused goals • Aligning enrollment goals, strategies and action items to the institutional mission, vision, values and strategic plan • Creating a cohesive approach and clearly identifying intended outcomes related to recruitment, progression/retention and completion • Identifying areas for growth in a thoughtful and intentional way • Aligning enrollment goals and strategies with program development, community need and gainful employment • Informing enrollment projections, budget development and course schedules • Enhancing business practices • Improving the student experience • Creating a stable enrollment pipeline to the College

SEP Assumptions

In order to develop a strategic enrollment plan that aligns with the College’s mission and strategic plan, it is important to understand the changing demographics and external variables that affect the landscape and inform the work of strategic enrollment. Some of these assumptions include:

• Declining high school-aged population • Declining population within Cuyahoga County • Increased number of students enrolling with disabilities/access issues • Majority of students attend part-time • Majority of students work • Students of color are the majority population at two campuses • State funding model continues to change • Need to reach/educate parents as well as students • Financial aid plays a role in student satisfaction and retention • Economy is unpredictable • Enrollment parallels the unemployment cycle • Enrollment planning and goal setting does not always reflect growth • Need for a yearlong schedule

Factors and assumptions that affect strategic enrollment and are influenced or controlled by the College include:

• Enrollment targets • Program offerings or mix • Utilization of data and data analysis • Program delivery options • New program opportunities • Schedule-build process • Budget allocation for programs • Changes in service that impact enrollment and the student experience

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Historical Enrollment Trends

To inform the work of strategic enrollment planning, it is important to understand the College’s enrollment trend data as compared to the national economy over the years. A graphic depicting the College’s enrollment dating back to 1980 as compared to Cuyahoga County unemployment rates over the years can be found below.

SEP Framework

As stated earlier, the purpose of the SEP is to provide a comprehensive and coordinated College-wide roadmap for recruitment, retention/progression and completion efforts that support the College’s Strategic Plan and improve outcomes for the College and our students. The following definitions and terms are used to guide this plan.

Student Enrollment Categories:

The following is a list of the various categories and terminology used to define our students and their journeys in regard to enrollment management. Please see the Appendix section of this document for a current demographic breakdown of our student population.

• New from high school (starting the fall or spring term after graduation) • Delayed from high school • Transfer • Continuing (enrolled consecutive terms, not counting summer) • Returning (out for one term or more, not counting summer) • College Credit Plus (CCP) or high school

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Tri-C Fall Historical HeadcountPlotted Against Cuyahoga County Average Annual Unemployment Rate

FY1980 to FY201535,000

30,000

25,000

20,000

15,000

10,000

5,000

0

1980 1985 1990 1995 2000 2005 2010 2012 ‘14 ‘15

n Headcount n Unemployment Rate

12%

10%

8%

6%

4%

2%

0%

SEP Framework (Cont.)

Student Taxonomy:

The following is a list of the various categories and terminology used to define our students and their journeys in regard to enrollment management. Please see the Appendix section of this document for a current demographic breakdown of our student population.

• First-year: first or second semester student • Sophomore: less than 30 college-level credits • Upperclassman: 30 college-level credits or more; completed college-level math and English

Definitions:

• Recruitment: Coordinating activities to reach and support prospective students entering and enrolling at the College • Progression: Managing processes and initiatives inside and outside of the classroom that support enrollment and impact student persistence or retention • Completion: Supporting students to a credential, job opportunity or university transfer

SEP Terminology:

• College-wide Goal: Measurable outcome focused on the College-wide Strategic Enrollment Plan • College-wide Strategy: An overarching, high-level practice that guides all efforts for the College • College-wide Action Item: A measurable action step that supports our College-wide SEM goals • Campus Strategy: A high-level practice that guides efforts for a campus and supports the overall College SEM goals (found in the Campus section of this document) • Campus Action Item: A measurable action step that supports College-wide SEM goals and is unique to a campus (found in the Campus section of this document)

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COLLEGE-WIDE GOALS/STRATEGIES/ACTION ITEMS

RECRUITMENT Strategic Focus Areas Impacted: Student Experience, Equity in Outcomes, Workforce Impact

GOAL: Targeted Recruitment

Strategy: Customize recruitment efforts with special populations

• Action Item: Customize marketing and outreach efforts to maximize enrollment for high school sophomores and juniors (blue chip students) and their parents, with leadership from the Scholars Program Council; College Credit Plus students; the adult and/or delayed from high school populations; and targeted recruitment for Tri-C’s Centers of Excellence

Strategy: Move students from Workforce, Community and Economic Development (WCED) programs to credit coursework

• Action Item: Create a one-door entry solution for the Adult Diploma Program to increase credit and non-credit enrollment • Action Item: Create and implement Prior Learning Assessment, a dynamic course catalog and other programs to seamlessly move students from workforce to credit programs

Strategy: Utilize the work of the Community Engagement Strategic Plan to support recruitment

• Action Item: Create and implement Connector Training for community partners such as the Cleveland Public Library, University Hospitals and others to maximize enrollment

GOAL: Improve conversion rates

Strategy: Improve accountability and support for the recruitment function

• Action Item: Provide training and improved usage of BRM or other CRM tool to provide a case management approach to working with the high school population and improve conversion rates • Action Item: Create a case management approach to managing students who attend NSO but do not register, thus improving conversion rates • Action Item: Improve collaboration between Tech Prep staff and recruiters to increase enrollment of Tech Prep students in the College

Strategy: Use new technology and data analytics to inform our efforts and improve our Applied-Not-Registered conversion rates

• Action Item: Analyze previous straight-from-high-school student groups to determine characteristics of students likely to enroll and be successful, tailoring our efforts to improve conversion rates • Action Item: Implement a new, one-college application tool to improve the student experience, provide more accurate data on prospects and incoming students to determine accurate conversion rates, and streamline the application process

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COLLEGE-WIDE GOALS/STRATEGIES/ACTION ITEMS (Cont.)

PROGRESSION Strategic Focus Areas Impacted: Student Experience, Equity in Outcomes

GOAL: Maintain or increase enrollment (headcount and FTE)

Strategy: Improve enrollment processes to support enrollment and enhance the student experience

• Action Item: Identify a one-door solution to recreate and improve enrollment processes and structured support or care teams for students across academic disciplines to improve satisfaction and persistence

Strategy: Improve technology to support enrollment and enhance the student experience

• Action Item: Identify and secure a one-door technology solution to enhance service to students and improve the student experience • Action Item: Maximize utilization of Degree Works to improve the student experience and manage progression

Strategy: Encourage a greater number of students to enroll full-time (15 credits)

• Action Item: Create and implement programs that encourage full-time student status such as 15+ Perks, Tuition Guarantee and scholarships • Action Item: Create initiatives and/or policies to support all students completing the FAFSA

Strategy: Increase the number of students completing college-level math and English

• Action Item: Create new and improved opportunities for placement testing to ensure that students are accurately assessed and placed into appropriate coursework • Action Item: Faculty will lead the redesign of math and English curriculum and delivery to support student success and progression

Strategy: Improve the management and scheduling of courses

• Action Item: Use data to determine the patterns and modality of student enrollment to ensure that scheduled offerings are strategic, efficient, structured and offered in a manner which accelerates progression

GOAL: Improve fall-to-spring and fall-to-fall retention rates

Strategy: Increase the number of students moving from first-year to sophomore status

• Action Item: Increase the number of students registering for and completing the First Year Experience • Action Item: Continue to build a robust and flexible NSO and convocation to support continuous enrollment while ensuring a consistent student experience • Action Item: Utilize student survey feedback such as the Noel-Levitz SSI and CCCSSE to inform our work around student satisfaction and engagement to improve retention

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Strategy: Develop and implement a second-semester experience to impact retention for first-year students

• Action Item: Create course outcomes around a common second-semester experience to embed in traditionally second-semester courses

Strategy: Increase the number of students moving from sophomore to upperclassman status

• Action Item: Establish a robust and intentional case management model with support services to move sophomore students to upperclassman status, increasing our retention outcomes and enhancing the pool of students that might complete a certificate or degree

Strategy: Increase the number of students of color progressing from fall to spring and fall to fall

• Action Item: Analyze the data around persistence and success of students of color, adult students and Pell-eligible students to create intentional support and interventions to close the achievement gap, improve retention rates and move students through the enrollment pipeline at higher rates • Action Item: Develop increased mentoring and scholarship opportunities through organizations such as the Black American Council, the Hispanic Council and others to promote and support persistence for students of color

COMPLETION Strategic Focus Areas Impacted: Student Completion, Student Experience, Equity in Outcomes

GOAL: Increase the number of students completing a credential, gaining employment or transferring to a four-year university

Strategy: Increase the number of full-time, first-time, entering fall students (IPEDS) receiving a certificate or degree after three years

• Action Item: Continue our College-wide, proactive and intrusive case management approach to supporting students through to completion

Strategy: Increase the overall number of certificates, intermediate certificates and degrees awarded each year

• Action Item: Develop a strategic and ongoing approach to identifying certificates of completion within programs of study and automatically grant credentials • Action Item: Identify and develop new certifications of value to increase credential attainment for students

Strategy: Increase the number of internships, co-ops and opportunities for students to connect to career opportunities

• Action Item: Develop and increase opportunities to embed career exploration into gatekeeper courses

Strategy: Establish strategic partnerships with four-year universities to provide transfer pathways for students

• Action Item: Develop a new strategic approach and RFP process for identifying and entering into university partnership agreements to ensure that the College is seeking appropriate academic partnerships and pathways for students upon completion 11

College-wide Initiative Inventory

Initiative Title

Frequency Student Type Impacted Owner(s)

High Tech Academy(Metro-Based)

X X X X X X Access & Community Engagement

High Tech Academy Health Care (Metro-Based)

X X X X X X X Access & Community Engagement

Tech Prep X X X X Access & Community Engagement

Gateway to College X X X Access & Community Engagement

College Success Program/College Ready Academy

X X X X Access & Community Engagement

Upward Bound X X X X Access & Community Engagement

Upward Bound Math & Science X X X X Access & Community Engagement

Educational Talent Search X X X X Access & Community Engagement

Central State University/HBCU Partnership

X X X Access & Community Engagement

Educational Opportunity Center X X X X Access & Community Engagement

Women In Transition X X X X X X X X Access & Community Engagement

Adult Diploma Program - Ohio Department of Education

X X X X X X X Access & Community Engagement

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K-8

College-Wide – Pre-Recruitment/Community Engagement

Initiative Title


Applied Not Registered Email & Text Campaign X X X X X X X X X Enrollment Management

Open House Marketing X X X X X Enrollment Management

Improved Structure/Accountability for Recruiters X X X X X X Enrollment Management

New College-Wide Application X X X X X X X X Enrollment Management

Recruiter Software X X X X X X X X X Enrollment Management

College-Wide Support for Marketing Materials X X X X X X X X X Enrollment Management, Integrated Communications

Strategic Coordination of Marketing Efforts X X X X X X X X X Enrollment Management, Integrated Communications

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College-Wide - Recruitment

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APPENDIX

Initiative Title


Financial Aid Book Authorizations Email & Text Campaign

X X X X X X X X X Enrollment Management, Financial Aid

Installment Plan Reminder Email & Text Campaign

X X X X X X X X X Enrollment Management

Registered Not Paid Email & Text Campaign

X X X X X X X X X Enrollment Management

Continued Analysis of Drop Process X X X X X X X X Administration & Finance, Enrollment Management

Enhanced Operation of Financial Aid Disbursement/PNC

X X X X X X X X Administration & Finance, Enrollment Management

RUSH Meetings to Review and Improve Processes

X X X X X X X X Administration & Finance, Enrollment Management, IT

Delinquency Meetings to Review Finances/Business Practices

X X X X X X X X Administration & Finance, Enrollment Management

Final Grades Email & Text Campaign

X X X X X X X Registrar’s Office & Enrollment Management

Students with a Balance from Previous Term Email & Text Campaign

X X X X X X X Enrollment Management

Wait List Email & Text Campaign X X X X X X X Enrollment Management

Tuition Guarantee Program X X X X X X Administration & Finance, Enrollment Management

15+ Perks Program X X X X X X Administration & Finance, Enrollment Management

U-Pass X X X X X X Administration & Finance, Enrollment Management

Student Support Services (Metro, West, East)

X X X X X X X X Access & Community Engagement

ACCESS Services X X X X X X X X X Access & Community Engagement

Continuing & Returning Student Campaigns

X X X X X X Enrollment Management

Probation 1 Process X X X X X X X X X X Enrollment Management

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College-Wide - Progression

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College-wide Initiative Inventory (Cont.)

Initiative Title

FrequencyStudent Type

ImpactedOwner(s)

Make a Major Decision Campaign X X X X X Registrar’s Office

Concurrent Curriculum/Updating Degree Requirement

X X X X X X X Vice President, Learning & Engagement

Priority Registration X X X Registrar’s Office

High-Level Coordination and Support for Gradfest X X X Completion Specialist & Campus Teams

Scholarships for Completion X X X Executive Director, Enrollment Operations & Financial Aid

Commencement Ceremony X X X X Vice President, Access & Completion

Reverse Transfer X X X X Registrar’s Office

Retention Campaigns for 30+ Students X X X X Enrollment Management

Articulation & Transfer X X X X X Vice President, Access & Completion;Vice President, Learning & Engagement

Completion/IPEDS Project Management X X X X X X X Completion Project Manager & Vice President, Access & Completion

Degree Works/Maps X X X X X X X Registrar’s Office, IT

Tuition Guarantee Program X X X X X X Administration & Finance, Enrollment Management

Making Sense of Graduation: A “How-To” Workshop

X X X X Enrollment Management

Establish Specific and Intentional University Pathways and Partnerships

X X X X X X X Vice President, Learning & Engagement

15+ Perks Program X X X X X X Administration & Finance, Enrollment Management

Intentional Preliminary Audits of Potential Graduates

X X X X Registrar’s Office

Proactively Granting Certificates X X X X Registrar’s Office

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College-Wide - Completion

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EASTERN CAMPUS STRATEGIES & ACTION ITEMS

RECRUITMENT



• Campus Action Item: Strengthen eastern Cuyahoga County school partnerships (Warrensville High School, others) to improve high school share and increase enrollment

• Campus Action Item: Target eastern and western Cuyahoga County schools for Mandel Honors, scholarship recipients and College Credit Plus students • Campus Action Item: Prepare for a possible residence hall experience to increase enrollment for student populations beyond Cuyahoga County and support new programs and populations such as Mandel Honors and international students

PROGRESSION

GOAL: Maintain or increase enrollment (headcount & FTE)

Strategy: Improve enrollment processes to support enrollment and enhance the student experience

• Campus Action Item: Implement the intensive care team model to provide more intentional and proactive support, increasing success and retention for special populations to include D3, TRiO and others



• Campus Action Item: Develop learning objects for gatekeeper courses that utilize the rich history of Cleveland to further engage and retain students of color • Campus Action Item: Implement campus programs to expand the work of the Black American Council and the Black Male Initiative to support and retain students of color

COMPLETION



• Campus Action Item: Work closely with private, four-year partners in our service area to increase partnerships and create structured academic pathways for students • Campus Action Item: Create a Transition Center to connect students with support and resources for easy transfer to four-year partner institutions

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SEM Initiative Inventory

Initiative Title


Open House Events (3 times/year) X X X X X Recruiters/Program Mgrs

Campus Visits X X X X X X X X Recruiters

High School Visits X X X Recruiters

CCP Visits to Service Area School Districts X X Campus President, Deans, District Director

CCP Info Night X X X CCP Coordinator

High School CCP Info Nights X X CCP Coordinator, Recruiters

Business Shows (e.g. Chamber of Commerce) X X X X X Recruiters

Chambers of Commerce Memberships and Engagement

X X X X X Campus Leadership Team

Community Outreach(e.g. 200th Street Stroll, Relay for Life)

X X X X X Recruiters

Phone Calls, ANR, Other Registration Campaigns X X X X X X X X Recruiters

DECA Marketing Competition - Host X X X X Recruiters

First TECH Robotics Competition - Host X X X X Recruiters

Career/Job Fairs X X X X Recruiters

Participate in Eastern Draw Area CACC Visits X X X X X Recruiters

John Carroll Partnership Events/Case Management X X X X Recruiters

Univ. Hospitals Partnership/Case Management X X X X Recruiters

On-Campus Visits From Area High Schools X X X X Recruiters

H.S. Career Exploration Days(College-Wide Program Managers)

X X X X X Recruiters/Program Mgrs

President’s Day Campus Visit X X X X X Recruiters/Program Mgrs

Campus Tours X X X X X X X X X Recruiters

Senior Parent Info Night/Panel X X Recruiters

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Eastern Campus - Recruitment

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Initiative Title


Wait List Management X X X X X X X X Associate Deans

Mandatory New Student Orientation

X X X X X Counseling, Student Success Specialists

Part-of-Term Schedule Management

X X X X X X X Associate Deans

FAFSA Workshops X X X X X X X X Financial Aid Advisors

Program-Specific Outreach Activities

X X X X Program Managers, Associate Deans, Program Faculty

Calling Campaigns: RNP and DNP

X X X X X X X X Student Success Specialists, Recruiters, Ambassadors

Personal Phone Calls (Registered Not Paid)


Bridge Retesting X X X X Academic Affairs

Success Week X X X X Campus Teams

Eastern Campus Care Team X X X X X X Team Members, Campus leadership

Mandatory First Year Experience X X X Deans

Mandatory New Student Convocation

X X X X Success Team, Faculty, Campus Leadership

IPEDS Registration/Efforts X X X X EC, Ambassadors, Student Success Specialists

Counseling Saturdays X X X X X X X Counseling

Super Saturdays X X X X X X X Counseling, Enrollment Center, Financial Aid, Career Services, Access, Testing and Tutoring

On-Site HMC Student Services X X X X X Counseling, Financial Aid

Lerner Veterans Center Services X X X X X X X District Director, VA Certifying Officials

Counseling Mental Health Outreach Efforts and Progress

X X X X X X Counselors, Campus Psychologists

SAP Appeal Academic Plans and Workshops

X X X X X X Financial Aid Advisors, Counselors

Student Leadership Training and Certificate

X X X X X X Student Life

Student Organizations and Clubs X X X X X X Student Life, Faculty Advisors

Phi Theta Kappa and Honors X X X X X X Honors Coordinator, PTK Advisors, Campus President

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Eastern Campus - Progression

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SEM Initiative Inventory (Cont.)

Initiative Title


Athletic Teams X X X X Student Life

Conversation Partners (ESL) X X X X ESL Faculty

Campus Food Bank X X X X X X Student Leaders, Student Life

Project GO! X X X X X X X Assistant Dean, Project GO! Coordinator

Passport to Success Program X X X Student Success Specialists, Assistant Dean

Women in Transition Workshops X X X X WIT Staff

P1 Appointments and Calls X X X X X Enrollment

Peer Mentoring X X X Student Success Specialists

Continuing Student Personal Calling Campaign

X X X X Student Success Specialists

FYE Academic Plans X X X X Counseling

Priority Registration Event X X X X X X EC/Counseling

Minority Male Initiative X X X X X X MMI Faculty Advisor

Second Semester Experience X X X Faculty, Campus Academic Deans

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Eastern Campus - Progression cont.

Initiative Title


ImpactedOwner(s)

Gradfest X X X X Gradfest Committee

Hiram College Bachelor’s Degrees on Campus X X X X Campus President, Deans

Four-year Partnership Development(Notre Dame, John Carroll, Lake Erie, Ursuline)

X X X X Campus President, Deans

IPEDS Completion Efforts X X X X EC, Ambassadors, Student Success Specialists

Degree in Three Grant X X X X X X D3 Staff, Implementation Teams

Creation of Mandel Humanities Center X X X X X X X Campus President, Deans

Bridges Program X X X Testing, Counseling, Associate Deans

Establish Specific and Intentional University Partnerships

X X X X X X X Campus President, Deans

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Eastern Campus - Completion

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METROPOLITAN CAMPUS STRATEGIES & ACTION ITEMS

RECRUITMENT



• Campus Action Item: Create and implement a prototype community membership program to increase community awareness and strengthen the pipeline of potential students to the campus • Campus Action Item: Strengthen the partnership with CMSD and with parents of CMSD students to expand College Credit Plus opportunities for students in the Cleveland school system

GOAL: Improve conversion rates

Strategy: Improve accountability and support for the recruitment function

• Campus Action Item: Increase collaboration with High Tech Academy (HTA) to strengthen the conversion of HTA students into new Tri-C students after high school graduation

PROGRESSION


Strategy: Increase the number of students moving from first-year to sophomore status

• Campus Action Item: Ensure that all new students participate in the Metro “Mind Set” initiative as part of campus Convocation to improve student engagement and retention


• Campus Action Item: Expand the Sustained Dialogue program to include not just students but faculty and staff as well to improve campus culture and support for students of color

Campus Strategy: Implement the “Metro Way” experience to create a culture of support at the campus where all are engaged and help is unavoidable in an effort to improve the student experience

• Campus Action Item: Implement the Metro Card, create Information Stops in each building and embed the “Metro Handshake” approach campus-wide to improve the culture and student experience

COMPLETION



• Campus Action Item: Continue to strengthen and expand the services and reach of the Transfer Center to provide an easy transition for students to successfully move to the four-year environment • Campus Action Item: Continue to partner with Cleveland State University to develop academic pathways and joint support for students 19


Initiative Title


Open House Events (3 times/year) X X X X X Recruiters

CCP Orientation X X CCP Coordinator

High School Visits X X X Recruiters

Groups Visiting Campus X X X X Recruiters

High School Mailings X X X Recruiters


Community Events (Resource Fairs, Cultural Fairs, Employment Fairs, etc.)

X X X X X X X X X Recruiters

High School Counselor Luncheon X X X Recruiters


College Success Center Fairs X X X X Recruiters

GED/ABLE Fair X X Recruiters

CCP Information Nights X X X Recruiters

Admissions Advising (Intake) X X X X X Deans of SA

High Tech Academy X X Deans of SA

Community Membership Program X X X X X X X Success Team

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Metropolitan Campus - Recruitment

20

Initiative Title


Mandatory New Student Orientation

X X X X X Counseling

CCP Scheduling X X EC

Boost Team X X X X X X X X X Academic Affairs

Group Placement Testing X X Recruiters






Calling Campaigns: ANR, RNP and DNP


Personal Phone Calls (Registered Not Paid)


Success Week X X X X Campus Teams

Readmit Form Completion/Reviews X X X X X EC


X X X X X X Financial Aid Advisors/ Counseling

P1 Appointments and Calls X X X X X EC

Early Alert X X X X X X Deans of AA/SA




Registration Corral X X X X X X Student Affairs

Mobile Concierge X X X X X X Student Affairs




X X X X Success Teams, Faculty, Campus Leadership




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Metropolitan Campus - Progression

21


Initiative Title


Student Organizations and Clubs X X X X X X Student Life, Faculty Advisor




Women in Transition Workshops X X X X WIT Staff



Project GO! X X X X X X X Project GO! Coordinator


Metro Mindset Initiative X X X Deans

Metro Way Experience X X X X X X X Success Team

Sustained Dialogue Program X X X X X X X Success Team

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Metropolitan Campus - Progression cont.

Initiative Title


ImpactedOwner(s)


IPEDS Completion Efforts X X X X EC Staff, Ambassadors, Student Success Specialists

Metro Sophomore Team Academic Plans X X X Sophomore Team

University Tours X X X X Transfer Connection Center

University Advisor Meetings on Campus X X Transfer Connection Center

University Fairs X X X Transfer Connection Center

Four-Year Partnership Development (Notre Dame, John Carroll, Lake Erie, Ursuline)




Majorfest X X X X Majorfest Committee

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Metropolitan Campus - Completion

22

WESTERN CAMPUS STRATEGIES & ACTION ITEMS

RECRUITMENT



• Campus Action Item: Develop stronger partnership opportunities with the area business community and school districts to promote enrollment • Campus Action Item: Partner with Parma City Schools to identify and support students of color, promote success and encourage successful transition to college • Campus Action Item: Ensure that the IT Center of Excellence is fully operational to encourage student enrollment

COMPLETION


Campus Strategy: Based upon the recent community survey and five-year plan, focus and expand university partnerships and opportunities at Brunswick University Center (BUC)

• Campus Action Item: Increase access to workforce training opportunities through the Western Campus and BUC • Campus Action Item: Focus and maximize successful strategic university partnerships at BUC

23


Western Campus - Recruitment

Initiative Title


Open House Events (3 Per Year) X X X X X X X X X EC/Recruiters, CO, Academic Areas, Support Svcs.

Guidance Counselor/Superintendent Breakfast

X X Recruiters, Support Svcs.

Parma ABLE GED Programming (West Campus)

X X X X Recruiters, Support Svcs.

Parma ABLE GED Presentations (Area Locations)

X X X X Recruiters

Dual Enrollment X X X District Director, EC Coordinators

Weekly Campus Visits X X X X X X X X X Recruiters, Ambassadors

Group Visits to Western Campus (High School & Community Groups)

X X X X X X X Recruiters, Support Svcs.

Phone Calls, ANR, Other Registration Campaigns

X X X X X X X X X X District Director, Recruiters

High School Visits/Workshops at HS or Career Center (Day and Evening)

X X X X Recruiters

College/Career Fairs X X X X X X X X X Recruiters

NACAC/OACAC Fairs X X X X Recruiters

OACAC Articulation X X X Recruiters

Web Info Request Brochure Outreach

X X X X X X X X X X District Director, Recruiters

College Credit Plus HS Presentations & Information Nights

X X CO Staff, Recruiters

Tri-C Transfer Talk (Hosted at Berea-Midpark with CSU and BW)

X X Recruiters, Transfer Center

Presentations with Tech Prep in Career Centers (Fall/Spring)

X X Recruiters, Tech Prep Staff

Interactive Counselor Newsletter X X X Recruiters

Business Outreach(Lunch & Learns, CACC,Chamber of Commerce Events, Alum Community Events, etc.)

X X X X X X X X X X Recruiters, Alum Network

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Initiative Title



X X X X Deans of SA

Mandatory New Student Orientation X X X X X Deans of SA

New Student Convocation X X X X X Deans of SA

College Goal Sunday (Non-College Event) X X X X X X X Financial Aid

Freshman Days(2015: Berea-Midpark, Parma Senior, Parma Community, Lincoln-West, James Ford Rhodes)

X X EC/Recruiters, CO, SS, Testing Center

Parma Dual Enrollment X X X X EC, Recruiters

Holy Name Dual Enrollment X X X X EC, Recruiters

Berea Dual Enrollment X X X X EC, Recruiters

Welcome Week X X X X X X Deans of SA

Student Kickoff Event (Connect2Campus) X X X X X X Student Life Advisors

College Goal Sunday (Non-College Event) X X X X X Financial Aid

Financial Aid & Scholarship Night (Target Audience Provided by FA)

X Financial Aid

Spring Forward Event X X X X X Financial Aid

Student Awards - Deans’ List Honors Program

X X X X X Dean, SA

Study Jams X X X X X X Testing Center

Second Semester Experience X X X Faculty & Campus Academic Deans

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Western Campus - Progression

Initiative Title


ImpactedOwner(s)

Study Jams X X X X X X Testing Center


College Goal Sunday (Non-College Event) X X X X X Financial Aid

Four-year Partnership Development(Notre Dame, John Carroll, Lake Erie, Ursuline)


IPEDS Completion Effort X X X X EC Staff, Ambassadors, Student Success Specialists



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Western Campus - Completion

25

WESTSHORE CAMPUS STRATEGIES & ACTION ITEMS

All campus strategies and action items are in alignment with the College-wide items listed in the SEM plan.


Initiative Title


Open House Events (3 times/year) X X X X X Recruiters

High School Visits X X X X EC

Four-Year Institutions’ Transfer Visit Days X X X EC

Brown Bag Lunch Series & Evening Events X X X X X X X X Campus President’s Office

High School Counselors’ Breakfast X X Student Affairs

Community Outreach Events(Crocker Arts Fest, Olmsted Falls Arts Fair, etc.)

X X X X X X X X X Campus President’s Office

Summer Youth Camps X Continuing Education

Constitution Day X X X X X X X Student Affairs

Community Resource Fair X X Project GO!

PTK Wellness Fair X X X X X X X PTK Advisors


Community Outreach Visits(Libraries, Local Chambers, Churches, etc.)

X X X X X Campus President’s Office


Honors Program Open House X X X X X X X Honors Coordinator

CCP Open House X X X EC/Counseling

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Westshore/CCW Campus - Recruitment

26

Initiative Title


Mandatory New Student Orientation X X X X X Counseling

Peak/Extended Hours X X X X X X X X X EC/Counseling






Calling Campaigns: RNP and DNP X X X X X X X X Student Support Specialists, Recruiters, Ambassadors

Personal Phone Calls(Registered Not Paid)

X X X X X X X X Student Support Specialists, Recruiters, Ambassadors

Success Week X X X X Student Success Specialists

Student Welcome Events(Welcome Week)

X X X X X X X Student Success Specialists

ESL Conversation Hours X X X X ESL Faculty

Career Services Workshops X X X X X X X Career Services

Study Jams X X X X X X X TLC/Tutoring

Dean’s Honors Reception X X X X X X Student Affairs

PTK Induction Ceremony X X X X X PTK Advisors

Student Government Recognition Ceremony

X X X X X Student Life

Diversity Series Events X X X X X X X Student Life

Business & Etiquette Luncheon X X X X X X Career Services/ Student Affairs

International Culture Day X X X X X X ESL Faculty

Women In Transition Workshops X X X X WIT Advisor

P1 appointments and calls X X X X X Enrollment







X X X X Success Teams, Faculty, Campus Leadership


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Westshore/CCW Campus - Progression

27


Initiative Title



Student Organizations and Clubs X X X X X X Student Life, Faculty Advisors




X X X X X X Financial Aid Advisors, Counselors


Project GO! X X X X X X X Project GO! Coordinator





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Westshore/CCW Campus - Progression cont.

Initiative Title


ImpactedOwner(s)


ESL Completion Ceremony X X ESL Faculty

Four-Year Partnership Development(Notre Dame, John Carroll, Lake Erie, Ursuline)


IPEDS Completion Efforts X X X X EC Staff, Ambassadors, Student Success Specialists



Where Futures Begin/Transfer Options for Graduate Event

X X X EC Director

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Westshore/CCW Campus - Completion

28

Enrollment Trends and Student Characteristics Comparison Fall 2015 to Fall 2014

Age

Fall 2015 Fall 2014 Difference

# # # %

19 or less 7,003 6,583 420 6.4

20-24 7,406 7,982 -576 -7.2

25-29 3,612 3,983 -371 -9.3

30-34 2,245 2,496 -251 -10.1

35-39 1,452 1,697 -245 -14.4

40-59 3,117 3,791 -674 -17.8

60-74 548 497 51 10.3

75+ 65 70 -5 -7.1

Unknown 1 5 -4

Average Age 27.4 28.0 -0.6 --

Total 25,449 27,104 -1,655 -6.1

Sex


# # # %

Male 10,032 10,814 -782 -7.2

Female 15,417 16,290 -873 -5.4

Total 25,449 27,104 -1,655 -6.1

Race


# # # %

Native American 128 162 -34 -21.0

Black 7,374 8,203 -829 -10.1

Asian 744 779 -35 -4.5

Hispanic 1,499 1,386 113 8.2

White 13,809 14,537 -728 -5.0

Multiracial 581 642 -61 -9.5

Unknown 1,314 1,395 -81 -5.8

Total 25,449 27,104 -1,655 -6.1

Residence


# # # %

Cuyahoga County 19,984 21,302 -1,318 -6.2

Ohio 4,880 5,139 -259 -5.0

Other State 260 309 -49 -15.9

Foreign 236 267 -31 -11.6

Missing Values 89 87 2 2.3

Total 25,449 27,104 -1,655 -6.1

29

Enrollment Trends and Student Characteristics ComparisonFall 2015 to Fall 2014 (Cont.)

Part-time/Full-Time Status


# # # %

Part-Time 17,181 18,011 -830 -4.6

Full-Time 8,268 9,093 -825 -9.1

Total 25,449 27,104 -1,655 -6.1

Freshman/Sophomore Status


# # # %

Freshman 13,843 14,529 -686 -4.7

Sophomore 11,606 12,575 -969 -7.7

Total 25,449 27,104 -1,655 -6.1

New, Continuing, Returning Status


# # # %

New High School 2,103 2,293 -190 -8.3

Delayed High School 1,321 1,638 -317 -19.4

Transfer 1,821 1,918 -97 -5.1

Continuing 14,129 15,621 -1,492 -9.6

Returning 3,359 3,595 -236 -6.6

High School 2,716 2,039 677 33.2

Total 25,449 27,104 -1,655 -6.1

High School Type

2015 2014 Difference

# # # %

GED 1,770 2,207 -437 -19.8

Cleveland Municipal Schools

3,818 4,081 -263 -6.4

Suburban 9,236 9,687 -451 -4.7

Private/Parochial 1,734 1,785 -51 -2.9

Ohio: Out of County 4,822 5,153 -331 -6.4

Other US 1,357 1,471 -114 -7.7

Other Foreign 1,242 1,403 -161 -11.5

Home School 391 357 34 9.5

Ability To Benefit 36 51 -15 -29.4

None/Missing/Other 1,043 909 134 14.7

Total 25,449 27,104 -1,655 -6.1

30

Enrollment Trends and Student Characteristics ComparisonFall 2015 to Fall 2014 (Cont.)

Day/Evening/Weekend Status


# # # %

Day Only 15,458 15,421 37 0.2

Evening Only 2,136 2,568 -432 -16.8

Weekend Only 251 342 -91 -26.6

Day/Evening 5,196 5,721 -525 -9.2

Evening/Weekend 349 410 -61 -14.9

Day/Weekend 1,354 1,529 -175 -11.4

Day/Evening/Weekend 705 1,113 -408 -36.7

Total 25,449 27,104 -1,655 -6.1

Program of Interest


# # # %

Health Careers 3,294 3,707 -413 -11.1

Nursing 3,124 3,420 -296 -8.7

Business 4,178 4,685 -507 -10.8

Engineering 823 908 -85 -9.4

Public Service 1,719 1,510 209 13.8

AIT/ATS 830 838 -8 -1.0

AA/AS 8,998 8,732 266 3.0

Creative Arts Degree 856 978 -122 -12.5

Creative Arts Transfer 8 19 -11 -57.9

Certificate Programs 1,073 993 80 8.1

Other/Unknown 546 1,314 -768 -58.4

Total 25,449 27,104 -1,655 -6.1

31

Enrollment Trends and Student Characteristics ComparisonSpring 2015 to Spring 2014

Age

Spring 2015 Spring 2014 Difference

# # # %

15-19 5,700 5,503 197 3.6

20-24 7,640 7,878 -238 -3.0

25-29 3,724 3,851 -127 -3.3

30-34 2,388 2,656 -268 -10.1

35-39 1,585 1,833 -248 -13.5

40-59 3,545 4,275 -730 -17.1

60-74 483 495 -12 -2.4

75+ 53 71 -18 -25.4

Missing 2 2 0

Average Age 28.2 28.9 -0.7 --

Total 25,120 26,564 -1,444 -5.4

Sex


# # # %

Male 9,933 10,441 -508 -4.9

Female 15,187 16,123 -936 -5.8

Total 25,120 26,564 -1,444 -5.4

Race


# # # %

Native American 144 184 -40 -21.7

Black 7,575 8,215 -640 -7.8

Asian 755 762 -7 -0.9

Hispanic 1,319 1,215 104 8.6

White 13,442 14,452 -1,010 -7.0

Multiracial 519 298 221 74.2

Unknown 1,366 1,438 -72 -5.0

Total 25,120 26,564 -1,444 -5.4

Residence


# # # %

Cuyahoga County 19,701 20,924 -1,223 -5.8

Ohio 4,760 4,978 -218 -4.4

Other State 386 296 90 30.4

Foreign 273 366 -93 -25.4

Total 25,120 26,564 -1,444 -5.4

Part-time/Full-Time Status


# # # %

Part-Time 17,128 17,965 -837 -4.7

Full-Time 7,992 8,599 -607 -7.1

Total 25,120 26,564 -1,444 -5.4

Freshman/Sophomore Status


# # # %

Freshman 12,379 13,064 -685 -5.2

Sophomore 12,741 13,500 -759 -5.6

Total 25,120 26,564 -1,444 -5.432

Enrollment Trends and Student Characteristics ComparisonSpring 2015 to Spring 2014 (Cont.)

New, Continuing,Returning Status


# # # %

New High School 516 669 -153 -22.9

Delayed High School 1,119 1,004 115 11.5

Transfer 1,452 1,533 -81 -5.3

Continuing 16,246 17,623 -1,377 -7.8

Returning 3,809 4,025 -216 -5.4

PSEO/Attends High Schl 1,978 1,710 268 15.7

Total 25,120 26,564 -1,444 -5.4

High School Type


# # # %

GED 1,976 2,361 -385 -16.3

Cleveland Municipal Schools

3,737 3,803 -66 -1.7

Suburban 8,974 9,361 -387 -4.1

Private/Parochial 1,632 1,860 -228 -12.3

Ohio: Out of County 4,775 5,006 -231 -4.6

Other US 1,452 1,482 -30 -2.0

Other Foreign 1,350 1,523 -173 -11.4

Home School 336 280 56 20.0

Ability To Benefit 35 65 -30 -46.2

None/Missing/Other 853 823 30 3.6

Total 25,120 26,564 -1,444 -5.4

Day/Evening/Weekend Status


# # # %

Day Only 15,369 15,706 -337 -2.1

Evening Only 2,253 2,862 -609 -21.3

Weekend Only 301 411 -110 -26.8

Day/Evening 5,264 5,611 -347 -6.2

Evening/Weekend 319 453 -134 -29.6

Day/Weekend 1,039 989 50 5.1

Day/Evening/Weekend 575 532 43 8.1

Total 25,120 26,564 -1,444 -5.4

Program of Interest


# # # %

Health Careers 3,335 3,633 -298 -8.2

Nursing 3,195 3,640 -445 -12.2

Business 4,430 4,777 -347 -7.3

Engineering 837 921 -84 -9.1

Public Service 1,435 1,628 -193 -11.9

AIT/ATS 652 664 -12 -1.8

AA/AS 8,336 8,130 206 2.5

Creative Arts Degree 882 967 -85 -8.8

Creative Arts Transfer 16 27 -11 -40.7

Certificate Programs 870 1,052 -182 -17.3

Other/Unknown 1,132 1,125 7 0.6

Total 25,120 26,564 -1,444 -5.433

Strategic Enrollment Goal Metrics

Fall-to-Spring Retention RateNew Incoming Student Cohort Each Fall

Students need to return from fall to spring as a commitment toward degree completion.

Fall-to-Fall Retention RateNew Incoming Student Cohort Each Fall

Fall to fall retention keeps students on a pathway to success and completion.

34

n Target n Actual

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

FY10 FY14 FY15 FY16 Target FY17 Target FY20 Target

64%71% 73% 75%

80%

69% 71%

n Target n Actual

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%


44%48% 50% 52%

58%

46% 48%

Total Degrees and Certificates Awarded

Completion is measured by the number of degrees and certificates awarded.

IPEDS 3-Year Graduation Rate(Rate for Incoming Cohorts Three Years Prior)

The IPEDS graduation rate is a national measure of completion.

35

n Target n Actual

5,000

4,500

4,000

3,500

3,000

2,500

2,000

1,500

1,000

500


2,380

3,3343,601

3,8824,122

4,484

3,649

4,249

n Target n Actual

13%12%11%10%

9%8%7%6%5%4%3%2%1%0%


3.7%

5.0%

6.8%

8.7%

10.0%

12.3%

5.2%

9.1%

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STRATEGIC ENROLLMENT PLAN 2016 – 2018 · 2020-06-11 · STRATEGIC ENROLLMENT PLAN 2016 – 2018...

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