Accountability for Student Success: A College-wide Dashboard For Innovation Mar… · About...
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Accountability for Student Success: A College-wide Dashboard The League for Innovation in the Community College 2016 Innovations Conference March 21, 2016 Dr. Jennifer Spielvogel Formerly: Vice President, Evidence and Inquiry Currently: President, Lake Michigan College Dana Walters Director, ITS Project Management Office Cuyahoga Community College
Transcript of Accountability for Student Success: A College-wide Dashboard For Innovation Mar… · About...
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
