Accountability for Student Success: A College-wide Dashboard

The League for Innovation in the Community College2016 Innovations Conference

March 21, 2016

Dr. Jennifer SpielvogelFormerly: Vice President, Evidence and Inquiry

Currently: President, Lake Michigan College

Dana WaltersDirector, ITS Project Management Office

Cuyahoga Community College

About Cuyahoga Community College

About Cuyahoga Community College

Serve 60,000+ students

500,000+ residents attend Tri-C programs annually

Nationally ranked in nursing and health careers

85% of graduates continue to live / work in North East Ohio

Developing a College-wide Dashboard

Arrival of a new President – July 2013

President’s Retreat – July 2014

The Cleveland Clinic Model

Student Success – Key Metrics

President’s Retreat – July 2015

Dashboard Reveal

Sharpening Focus – new strategic plan 4

President’s Retreat – July 2014

The Cleveland Clinic Model

Patients First

Metrics

President’s Retreat – July 2014The Cleveland Clinic Model

President’s Retreat – July 2014

President’s Five Priorities

1. Success and Completion

2. Community Engagement

3. Workforce

4. Stewardship

5. Communications – Telling our Story

President’s Retreat – July 2014Success and Completion

Ten Key Metrics Developmental Education Completion (4)

College-level Math and English Completion (2)

Fall to Spring Retention

Fall to Fall Retention

Degrees and Certificates Granted

IPEDS Graduation Rate

President’s Retreat – July 2014

Success and Completion

Unit Goals to Support the Metrics

“How is our unit contributing to Student Success?”

Developing Unit Goals Campus Police and

Security Services Corporate College Facilities and Operations Finance and Business

Services Information Technology

Services Integrated

Communications

Resource Development/ Tri-C Foundation

Government Relations Legal Services Human Resources Workforce & Economic

Development Eastern Campus Metropolitan Campus Western Campus WestshoreCampus

Metrics

FY10 – Historical Baseline

FY14 – Baseline

FY15 – Target for the Year

FY16 - Goal

FY17 – Goal

FY20 – Goal

President’s Retreat – July 2015

Tracking Measures: Dev Ed and Gateway Courses

Percentage of Students Completing Dev Ed English/Math in the First Term (based on number of students who placed into it)

Percentage of Students Completing Dev Ed English/Math in the First Term (based on number of students who enrolled in it)

Percentage of Students Completing Dev Ed English/Math in the One Year

Percentage of Students Completing Gateway English/Math in Two Years

President’s Retreat – July 2015

Dashboard Reveal:

Seven Key Metrics

Dashboard – Metric #1

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

Dashboard – Metric #2

The IPEDS graduation rate is a measure of completion nationally.

Dashboard – Metric #3

Students need to return from Fall to Spring as a commitment towards degree completion.

Dashboard – Metric #4

Fall to Fall retention keeps students on a pathway to success.

Dashboard – Metric #5

Completing college level Math in the first year gets students on the path to graduation in a timely way.

Dashboard – Metric #6

Completing college level English in the first year gets students on the path to graduation in a timely way.

Dashboard – Metrics #5 and #6

Dashboard – Metric #7

Success in the FYE course contributes to student retention.

President’s Retreat – July 2015

Dashboard Reveal:

Campus-specific Metrics and Measures

Eastern Campus

Eastern Campus

Metropolitan Campus

Metropolitan Campus

Western Campus

Western Campus

Westshore Campus

Westshore Campus

President’s Retreat – July 2015

Dashboard Reveal:

Equity Metrics

Equity Metric #1

FY14 Awarded n's = 929, 113, 2286

FY15 Awarded n's = 1014, 178, 2691

Equity Metric #2

Incoming Fall 2011 n's = 739, 101, 804

Incoming Fall 2012 n's = 430, 111, 645

Equity Metric #3 and #4

Equity Metric #5 and #6

Equity Metric #7

Enrolled Fall 2014 n's = 1044, 223, 1516

President’s Retreat – July 2015

Dashboard Reveal:

Non-Academic Units

Dashboard – Campus Police

Number of Training Events; Number of People Trained

Dashboard – Finance/Bookstore

Easing the financial burden of higher education by offering less expensive alternatives to traditional textbooks (book

rentals, e-books, etc.) will help our students overcome one of the biggest hurdles to their success.

Dashboard – Finance/Financial Aid

Percentage of students completing the Free Application for Federal Student Aid (FAFSA). Enrollment and retention will be positively affected by the increase in federal aid awarded to our students.

Dashboard – Government Relations

Community outreach and engagement efforts are enhanced by strong government relationships with local, state and

federal elected officials. This assists the College community by developing funding sources, establishing excellent

working relationships with government offices, and showcasing College programs and facilities that result in the College being utilized as a resource by government officials on all levels. An increased awareness of the College, its

students, and various programs, such as workforce training, are developed over time.

Dashboard – Legal Services

The Student Legal Clinics are designed to remove barriers that students may face while pursuing their academic goals. Students are given the opportunity to meet with members of the Legal team and discuss issues free of charge in a confidential setting. With the removal of certain legal barriers, students are allowed to complete the academic program of their choice.

Dashboard – Resource Development

Without some financial assistance, many of our student would be unable to access or continue their education.

Securing scholarship support is a priority for the Tri-Foundation Board to enhance student success.

Dashboard – Integrated Communications

Social media platforms are an increasingly valuable communications vehicle to prospective and current students and

alumni. Through these platforms, students can learn about Tri-C and its programs; engage with student success

events and other students; and celebrate the completion of their educational goals. The number of followers tracks overall engagement in these platforms.

Dashboard – President’s Office

Town Hall meetings held by the President and executive leaders afford the opportunity for transparency and

accountability related to ongoing student success and completion initiatives at the College. The increased

communication allows for greater involvement from faculty, staff and students in student success related activities.

President’s Retreat – July 2015

New college-wide strategic plan

Guiding Principles for Strategic Plan

Represent President’s vision and direction

Identify strategies for FY16 – FY18

Incorporate college-wide metrics

Formalize what we are already doing into one guiding document

President’s Retreat – July 2015

President’s Retreat – July 2015

Six Strategic Focus Areas

• Student Completion

• The Student Experience

• Equity in Outcomes

• Workforce Impact

• Transparency, Accountability and Communication

• Commitment, Continuity, and Community Outreach

President’s Retreat – July 2015

For each focus area: Opening statement: context and importance

Progress to date (what we had already accomplished)

Goals (draft)

Metrics (to be determined)

President’s Retreat – July 2015

President’s Retreat – July 2015

Strategic Focus Area #1: Student CompletionThe urgent need to substantially increase the number of students

graduating from community colleges is a national, state and local priority. Cuyahoga Community College will increase the three-year graduation rate for first-time, full-time entering fall students and increase the overall number of certificates and degrees granted annually.

Metrics • Completion rates for gateway math and English courses

• Fall-to-spring and fall-to-fall retention rates

• Total degrees and certificates awarded

• IPEDS three-year graduation rate

Strategic Focus Area #2: The Student ExperienceNational and local research demonstrates that decreasing time to

completion while engaging students in the learning process is essential. The College will provide structured educational pathways and individualized support to track progress and reduce time to college completion for all students.

Metrics • Number of students reaching upperclassman status in two years

• Number of students with an academic plan in Degree Works

• Number of students registered for 15 or more credit hours

• Number of students with a faculty mentor, peer mentor, or care team

Strategic Focus Area #3: Equity in OutcomesClosing the achievement gap in student success outcomes

requires an intentional focus on the re-allocation of resources to make higher education credentials attainable for all students, regardless of age, race or economic standing.

Metrics

• Completion rates for gateway math and English courses

• Fall-to-spring and fall-to-fall retention rates

• Total degrees and certificates awarded

• IPEDS three-year graduation rate

Strategic Focus Area #4: Workforce ImpactA skilled workforce is critical to the economic development and

competitive vitality of Northeast Ohio. The College must increase its organizational capability and footprint to provide quality training, products and services for all citizens in the region by ensuring that its workforce training programs are closely aligned with high-demand, rapidly changing industry sectors.

Metrics

• Enrollment in certificate programs, contract training and company-paid courses

• Demand-driven degrees and certificates awarded

• Grants secured

• Workforce programs on Tri-C campuses

Strategic Focus Area #5: Transparency, Accountability, and Communication

Tri-C must hold itself accountable as an organization and remain transparent when communicating outcomes and achievements both internally and externally. By doing so, the College will promote good stewardship of resources and showcase student success.

Metrics • Usage of success metrics dashboards (i.e. site visits, unique users)

• In-person town hall meetings by college president at Tri-C locations

• Students, faculty, staff and community members involved in community engagement efforts

• Assessments of institutional culture in employee surveys

Strategic Focus Area #6: Commitment, Continuity, & Community Outreach

Northeast Ohio has depended on Tri-C for affordable and accessible educational opportunities for more than half a century. The College commits to maintaining its institutional mission, vision, culture and service in the face of social, economic and political change in order to remain accessible and affordable to the students and community who rely upon us.

Metrics • External perception of Tri-C quality

• Student textbook savings

• Student loan default rate by cohort and amount borrowed by students annually

• Overall bond rating and individual financial ratios

Action Steps After the Retreat

• Finalize goals for each strategic focus area

• Identify evidence that would validate progress toward goal

• Develop metrics: baseline, targets

• Add metrics to the dashboard for all units

Progress Since the July 2015 Retreat

• Focus Area Leaders

• Finalized goals

• Developed metrics (baseline and targets)

• Planning and Institutional Effectiveness Governance Committee

• Meeting with each campus and all college units to identify a unit contribution for each Focus Area

• New tabs added to the dashboard for each Focus Area

Audience Sharing

Thank You . . .

On behalf of Cuyahoga Community College

Dana WaltersDana.walters@tri-c.edu

216-987-4620