strategic enrollment plan 2016 – 2018although this plan aligns with the college’s strategic plan...
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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.
2
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
3
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.
4
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
5
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
6
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
10
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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College-Wide – Pre-Recruitment/Community Engagement
Initiative Title
Frequency Student Type Impacted Owner(s)
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
Frequency Student Type Impacted Owner(s)
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
GOAL: Targeted Recruitment
Strategy: Customize recruitment efforts with special populations
• 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
GOAL: Improve fall-to-spring and fall-to-fall retention rates
Strategy: Increase the number of students of color progressing from fall to spring and fall to fall
• 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
GOAL: Increase the number of students completing a credential, gaining employment or transferring to a four-year university
Strategy: Establish strategic partnerships with four-year universities to provide transfer pathways for students
• 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
Frequency Student Type Impacted Owner(s)
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
Frequency Student Type Impacted Owner(s)
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)
X X X X X X X X Student Success Specialists, Recruiters, Ambassadors
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
Frequency Student Type Impacted Owner(s)
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
FrequencyStudent Type
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
18
METROPOLITAN CAMPUS STRATEGIES & ACTION ITEMS
RECRUITMENT
GOAL: Targeted Recruitment
Strategy: Customize recruitment efforts with special populations
• 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
GOAL: Improve fall-to-spring and fall-to-fall retention rates
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
Strategy: Increase the number of students of color progressing from fall to spring and fall to fall
• 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
GOAL: Increase the number of students completing a credential, gaining employment or transferring to a four-year university
Strategy: Establish strategic partnerships with four-year universities to provide transfer pathways for students
• 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
SEM Initiative Inventory
Initiative Title
Frequency Student Type Impacted Owner(s)
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
Campus Tours X X X X X X 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
Phone Calls, ANR, Other Registration Campaigns X X X X X 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
Frequency Student Type Impacted Owner(s)
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
Bridge Retesting X X X X Academic Affairs
Wait List Management X X X X X X X X Associate Deans
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
Calling Campaigns: ANR, RNP and DNP
X X X X X X X X Student Success Specialists, Recruiters, Ambassadors
Personal Phone Calls (Registered Not Paid)
X X X X X X X X Student Success Specialists, Recruiters, Ambassadors
Success Week X X X X Campus Teams
Readmit Form Completion/Reviews X X X X X EC
SAP Appeal Academic Plans and Workshops
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
Peer Mentoring X X X Student Success Specialists
Continuing Student Personal Calling Campaign
X X X X Student Success Specialists
Registration Corral X X X X X X Student Affairs
Mobile Concierge X X X X X X Student Affairs
FYE Academic Plans X X X X Counseling
Mandatory First Year Experience X X X Deans
Mandatory New Student Convocation
X X X X Success Teams, Faculty, Campus Leadership
IPEDS Registration/Efforts X X X X EC, Ambassadors, Student Success Specialists
Athletic Teams X X X X Student Life
Phi Theta Kappa and Honors X X X X X X Honors Coordinator, PTK Advisors, Campus President
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Metropolitan Campus - Progression
21
SEM Initiative Inventory (Cont.)
Initiative Title
Frequency Student Type Impacted Owner(s)
Student Organizations and Clubs X X X X X X Student Life, Faculty Advisor
Student Leadership Training and Certificate
X X X X X X Student Life
Passport to Success Program X X X Student Success Specialists, Assistant Dean
Women in Transition Workshops X X X X WIT Staff
Minority Male Initiative X X X X X X MMI Faculty Advisor
Priority Registration Event X X X X X X EC/Counseling
Project GO! X X X X X X X Project GO! Coordinator
Second Semester Experience X X X Faculty, Campus Academic Deans
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
FrequencyStudent Type
ImpactedOwner(s)
Gradfest X X X X Gradfest Committee
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)
X X X X Campus President, Deans
Establish Specific and Intentional University Pathways and Partnerships
X X X X X X X Campus President, Deans
Majorfest X X X X Majorfest Committee
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Metropolitan Campus - Completion
22
WESTERN CAMPUS STRATEGIES & ACTION ITEMS
RECRUITMENT
GOAL: Targeted Recruitment
Strategy: Customize recruitment efforts with special populations
• 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
GOAL: Increase the number of students completing a credential, gaining employment or transferring to a four-year university
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
SEM Initiative Inventory
Western Campus - Recruitment
Initiative Title
Frequency Student Type Impacted Owner(s)
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
Frequency Student Type Impacted Owner(s)
Continuing Student Personal Calling Campaign
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
FrequencyStudent Type
ImpactedOwner(s)
Study Jams X X X X X X Testing Center
Gradfest X X X X Gradfest Committee
College Goal Sunday (Non-College Event) X X X X X Financial Aid
Four-year Partnership Development(Notre Dame, John Carroll, Lake Erie, Ursuline)
X X X X Campus President, Deans
IPEDS Completion Effort X X X X EC Staff, Ambassadors, Student Success Specialists
Establish Specific and Intentional University Pathways and Partnerships
X X X X X X X Campus President, Deans
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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.
SEM Initiative Inventory
Initiative Title
Frequency Student Type Impacted Owner(s)
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
Phone Calls, ANR, Other Registration Campaigns X X X X X X X X Recruiters
Community Outreach Visits(Libraries, Local Chambers, Churches, etc.)
X X X X X Campus President’s Office
Campus Tours X X X X X X X X X Recruiters
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
Frequency Student Type Impacted Owner(s)
Mandatory New Student Orientation X X X X X Counseling
Peak/Extended Hours X X X X X X X X X EC/Counseling
Bridge Retesting X X X X Academic Affairs
Wait List Management X X X X X X X X Associate Deans
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
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
Continuing Student Personal Calling Campaign
X X X X Student Success Specialists
Peer Mentoring X X X Student Success Specialists
FYE Academic Plans X X X X Counseling
Mandatory First Year Experience X X X Deans
Mandatory New Student Convocation
X X X X Success Teams, Faculty, Campus Leadership
Athletic Teams X X X X Student Life
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Westshore/CCW Campus - Progression
27
SEM Initiative Inventory (Cont.)
Initiative Title
Frequency Student Type Impacted Owner(s)
Phi Theta Kappa and Honors X X X X X X Honors Coordinator, PTK Advisors, Campus President
Student Organizations and Clubs X X X X X X Student Life, Faculty Advisors
Student Leadership Training and Certificate
X X X X X X Student Life
SAP Appeal Academic Plans and Workshops
X X X X X X Financial Aid Advisors, Counselors
Passport to Success Program X X X Student Success Specialists, Assistant Dean
Project GO! X X X X X X X Project GO! Coordinator
Minority Male Initiative X X X X X X MMI Faculty Advisor
Priority Registration Event X X X X X X EC/Counseling
IPEDS Registration/Efforts X X X X EC, Ambassadors, Student Success Specialists
Second Semester Experience X X X Faculty, Campus Academic Deans
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Westshore/CCW Campus - Progression cont.
Initiative Title
FrequencyStudent Type
ImpactedOwner(s)
Gradfest X X X X Gradfest Committee
ESL Completion Ceremony X X ESL Faculty
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 Staff, Ambassadors, Student Success Specialists
Establish Specific and Intentional University Pathways and Partnerships
X X X X X X X Campus President, Deans
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
Fall 2015 Fall 2014 Difference
# # # %
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
Fall 2015 Fall 2014 Difference
# # # %
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
Fall 2015 Fall 2014 Difference
# # # %
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
Fall 2015 Fall 2014 Difference
# # # %
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
Fall 2015 Fall 2014 Difference
# # # %
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
Fall 2015 Fall 2014 Difference
# # # %
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
Fall 2015 Fall 2014 Difference
# # # %
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
2015 2014 Difference
# # # %
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
Spring 2015 Spring 2014 Difference
# # # %
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
Spring 2015 Spring 2014 Difference
# # # %
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
Spring 2015 Spring 2014 Difference
# # # %
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
Spring 2015 Spring 201 Difference
# # # %
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
Spring 2015 Spring 2014 Difference
# # # %
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
Spring 2015 Spring 2014 Difference
# # # %
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
2015 2014 Difference
# # # %
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
Spring 2015 Spring 2014 Difference
# # # %
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
2015 2014 Difference
# # # %
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%
FY10 FY14 FY15 FY16 Target FY17 Target FY20 Target
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
FY10 FY14 FY15 FY16 Target FY17 Target FY20 Target
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%
FY10 FY14 FY15 FY16 Target FY17 Target FY20 Target
3.7%
5.0%
6.8%
8.7%
10.0%
12.3%
5.2%
9.1%
Tri-C
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ath
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Aid
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