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Where futures beginSM

Strategic Plan

2013-2016

www.tri-c.edu/StrategicPlan


Where futures begin

SM

Cuyahoga Community College (Tri-C®), Ohio’s first community college, opened in September 1963 after the Ohio General Assembly passed legislation to create a statewide system of community colleges. Now serving more than 52,000 credit and non-credit students annually and offering more than 700 Distance Learning courses, the College is a large, multi-campus, public institution consisting of the Metropolitan Campus in downtown Cleveland; Eastern, Western and Westshore campuses in eastern, southwestern and northwestern Cuyahoga County; Brunswick University Center; Corporate College® East and Corporate College West; the Unified Technologies Center (UTC) and the Advanced Technology Training Center (ATTC) for economic and workforce development on the Metropolitan Campus. Since its opening, more than 900,000 area residents have attended Cuyahoga Community College. Tri-C is the fourth largest higher-education institution in Ohio, including four-year institutions. Cuyahoga Community College is supported by citizens who endorse our efforts through recurring support. The College recognizes this confidence and works vigorously to create leading practices that meet students’ needs. Tri-C has never wavered from its access mission of providing open enrollment and broad support. More than 85 percent of Tri-C graduates live in and enrich Northeast Ohio with their talents, representing all ages and every sector of the economy — teachers, nurses and other health care professionals, firefighters, police officers, engineers and business professionals. They reflect the rich cultural diversity of our region. Their dreams were our dreams — and became reality through their positive experience with the College. As Cuyahoga Community College celebrates 50 years as an economic driver in the region, we will build on existing momentum —- spotlighting opportunities to rethink, rework and revitalize the community college experience — as we plan ahead. We will continue to provide the exemplary, visionary and critical educational and workforce training offerings that are necessary in the constantly changing Northeast Ohio landscape as we fulfill the dreams of those who enroll at Tri-C, “Where Futures Beginsm.”

Alex Johnson, Ph. D. President Cuyahoga Community College


Contents Mission, Vision, Values...................................................................................................................... 3 Innovation........................................................................................................................................... 4 20/20 Vision...................................................................................................................................... 6 Strategic Focus Area I - Access & Engagement............................................................................... 8 Strategic Focus Area II - Quality & Innovation................................................................................10 Strategic Focus Area III - Completion & Success...........................................................................12 Measures of Success.......................................................................................................................14 Completion, Enrollment Measures of Success.......................................................................................................................16 Learning Outcomes, Employment, Culture Summary..........................................................................................................................................18 By the Numbers................................................................................................................................19

Mission The mission of the College is 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 The vision of Cuyahoga Community College is that Tri-C will be recognized as an exemplary teaching and learning community that fosters service and student success. Cuyahoga Community 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 the mission and vision of the College, 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 community.


RECOGNIZING OUR SUCCESSes AND ACHIEVEMENTS

As we launch our new strategic plan, we celebrate many accomplishments achieved during our last planning cycle. • We were certified — for the second time — as an Achieving the Dream Leader College, placing Tri-C in a select group of 20 colleges nationwide to win recertification for raising student persistence and graduation rates.

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• The Higher Learning Commission reaffirmed the College’s accreditation, commending Tri-C for ongoing progress and quality documentation. • We lead Ohio in the number of students earning college credit through the state-sponsored PostSecondary Enrollment Options Program (PSEOP). • Our Reverse Transfer process identifies students eligible for an associate degree from Tri-C, increases degree attainment and is an Ohio Board of Regents model for the state. • Working with the Cleveland Higher Education Compact, we revamped services to better support recent Cleveland Metropolitan School District (CMSD) graduates enrolled at Tri-C. • Our Honors Program increased its class sections to 137 in more than a dozen curricula areas. Each campus also has a Phi Theta Kappa Honor Society chapter. • Our eLearning and Innovation unit, which boasts a growing number of Quality MattersTM Distance Learning courses, founded the eMERGE conference for blended learning, hosting more than 120 professionals from more than 30 institutions. • Tri-C ranked 38th among the nation’s top 100 associate degree-producing institutions in all disciplines, according to Community College Week’s latest report.

A community college of distinction, Tri-C is recognized nationally as: • One of 19 colleges on the Board of the 750-member League for Innovation in the Community College. • One of 15 colleges selected to participate in the Walmart PRESS (Persistence, Retention and Student Success) for Completion grant program, which broadens engagement among faculty and staff to improve student learning outcomes. • One of six colleges participating in the Benefits for Achieving College Completion (BACC) program linking eligible students to state and county financial resources. • One of eight colleges chosen for a research study focused on the impact of social media on student engagement and completion. • One of eleven colleges awarded funding to establish a MOOC (massive open online course) to support and enhance math learning. • One of six colleges chosen to pioneer an alternative math pathway (Quantway©) focused on quantitative reasoning abilities.

The number of students of earning certificates and degrees has increased 85% during the life of previous Strategic Plan


Cuyahoga Community College 2013-2016 Strategic Plan We were founded 50 years ago to help an aging rust-belt region change and adapt. Today, we remain focused on that promise. Our commitment to preparing people for the evolving and emerging future economy grounds us in this work. Tri-C has proudly met the region’s economic development needs as traditional manufacturing jobs have disappeared, replaced by technical and professional positions in health care, financial services, information technology and more. Our success is due to careful attention to opportunities, strategic planning and focused delivery of educational services. We recently restructured our core curriculum, hired an influx of new faculty, revitalized and added student services. We also narrowed our focus on learning outcomes and student completion. In the summer of 2012, the college community began to refocus our efforts and future direction through a new strategic plan. Valuing collaboration and teamwork, we initiated a grass-roots approach to create our new roadmap to improving student success and completion.

This work yielded Cuyahoga Community College’s 2013-2016 Strategic Plan with three strategic focus areas: • Access and Engagement • Quality and Innovation • Success and Completion This plan sets a new standard of excellence for educating our students. It draws on newly developed capacities in academic and workforce programming, a learner-centered environment and institutional effectiveness to achieve even greater levels of success. This plan will help us track our success, report back to the community and keep each of us —- faculty, staff and administration —- focused on ensuring that our students have the highest-quality learning experiences possible. Both the challenges and possibilities are extraordinary. By focusing on innovation, efficiencies, collaborations and improved reporting and metrics, Cuyahoga Community College will meet the ongoing demands for quality, affordable higher education, while continuing to serve as the place “Where Futures Beginsm.”

Cuyahoga Community College is located in the nine-county area of Northeast Ohio that is ranked in the top six industrial markets in North America with almost 10,000 manufacturing companies and more than 2,500 organizations that actively participate in international business. Distinctive demographic and economic factors impact the College’s overall mission and strategies. These include: (1) the need to provide post-secondary education for a wide range of students, from those in need of developmental education to honors students in both suburban and urban environments; (2) an urban environment characterized by high poverty rates and low educational attainment; and (3) a shift from traditional “rust-belt” manufacturing jobs to careers in health care, financial services, information technology, leisure, hospitality and other high-growth sectors.

More than ever, Tri-C has focused on delivering affordable high-quality education and workforce training to meet the demands that the developing shift from low-skill jobs, to jobs that require advanced skills and higher educational attainment. Individuals, families and employers are turning to us to provide new skills and credentials in an economy that is transforming. Access to education alone is not enough. For our region, our state and our nation to succeed in the global marketplace, and for our students to realize their potential as productive citizens, we must provide programs and services that help our students move beyond access to greater persistence and completion.


2020 Vision 6

Cuyahoga Community College Strategic Plan 2013-2016


“Ohio’s ability to compete and prosper in a global, knowledge economy hinges on its citizens’ ability to succeed in jobs that require increasingly higher levels of knowledge and skills.” Excerpt from Complete College Ohio

Gateway The College will serve as a gateway to higher education, assuming a dominant regional educational role and a significant national role.

Bridge The College will be known as the country’s best organization for workforce and career development, with an effective system for collaborating with every student to develop an academic goal and plan.

Completion The College’s faculty and staff will: •S  upport the student in completing the coursework for achieving his/her goal, be it a degree, certificate, transfer to a four-year institution or additional workforce training. •E  stablish a network of partners to assist with student completion and transition.


Strategic Focus Area I

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Cuyahoga Community College Strategic Plan 2013-2016


Access & Engagement We will increase our engagement of students, employers, partners and other stakeholders in order to enroll, motivate and assist students in achieving their goals.

Access and Engagement Strategies: 1. Expand/enhance links with employers, the workforce system, K-12 and universities 2. Increase flexibility and speed of response to the needs of industry and other elements of the educational pipeline 3. Expand Distance Learning opportunities, with particular focus on strengthening access to the non-local market 4. Identify and grow local enrollment of specific target audiences 5. Develop and implement a process for each student to complete and file an academic plan 6. Expand and engage the Alumni & Friends Association to support the institution


Strategic Focus Area II

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Cuyahoga Community College Strategic Plan 2013-2016


Quality & Innovation Our one — College culture will continuously share and implement innovative and best practices that improve outcomes, learning and performance, measuring effectiveness, individual and group accountability, stewardship, communications and service excellence.

Quality AND INNOVATION Strategies: 1. Strengthen and use the Program Review Process to document academic quality of all instructional and training programs 2. Develop appropriate processes and tools to actively engage faculty in coaching and directing students toward the achievement of their academic plans 3. Develop processes and tools to revise, improve and measure the quality of operations and student support services 4. Improve the alignment among all instructional and training programs to support continuous learning 5. Align financial resources with educational goals while managing financial performance to ensure long-term fiscal stability 6. Continue the evolution of facility and technology infrastructure to increase College-wide efficiency and promote a quality student experience 7. Reinforce our one — College culture of excellence and consistency of service to our internal and external stakeholders


Strategic Focus Area III

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Cuyahoga Community College Strategic Plan 2013-2016


Completion & Success We will support our students in accomplishing their educational, career and job goals and improving the quality of their lives in a multi-cultural society.

completion and Success strategies: 1. Refine processes, services, courses and sequences to accelerate developmental education completion 2. Develop systems for seamless transitions to transfer or job opportunities 3. Create focused interventions to direct students to timely degree/certificate completion - Provide a completion plan for students with 45+ credit hours - Develop a system that allows students to register for the entire year - Develop a systematic process to refer and track students who transfer

to four-year institutions

- Establish the policy and process to implement stipulated

continuous enrollment


Measures of Succ

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Cuyahoga Community College Strategic Plan 2013-2016


cess

Since 1963, the College has provided high-quality, affordable education and programs to more than 900,000 members of our community. Excerpt from By the Numbers 1. Completion Measures • Percentage of students with a career/academic plan • Course completion • Average number of earned credits per student per semester • Percentage of first-time students who have been at Tri-C more than two years who have earned at least 30 college credits • Number of students receiving a degree • Number of students who transfer to an Ohio public university or a private partner university

2. Enrollment Measures • Unduplicated annual headcount — all students • Enrollment — Distance Learning • Semester-to-semester persistence


Measures of Succ

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Cuyahoga Community College Strategic Plan 2013-2016


cess

Tri-C supports the Northeast Ohio economy by generating about $700 million in spending annually and sustaining more than 25,000 jobs. The Economic Contribution of Cuyahoga Community College, May 2013

3. Learning Outcomes Measures • Percentage of students successfully completing developmental education in one year • Percentage of students completing initial college-level math and English courses • Percentage of students completing a concentrated general education core

4. Employment Measures • Percentage of students who pass national, state or industry certification exams • Number of programs and disciplines that provide internships, co-ops and apprenticeships

5. Culture Measures • Bond rating • Employee engagement/satisfaction • Student engagement/satisfaction • Community perception


Looking to the Future‌

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At Cuyahoga Community College we are

our proud history, and acknowledging the

constantly evolving so that we may serve our

challenges we face together as we help students

community in ways that defy description. At Tri-C,

achieve their goals. This new strategic plan

we collaborate, we innovate and we inspire.

aligns our immediate goals to our mission,

The College is important to everyone in the

directs our resources, and enables us to assess

community, no matter their age—from summer

our performance. It takes into account not

camps and enrichment activities for elementary

only external but also internal realities, from

students, to college classes for high school

governance and established practice to facilities

students and, of course, to adults starting or

and technological infrastructure. It is intended

returning to college. We proudly offer workforce

to function as a living document open to fresh

development and corporate leadership

ideas and unforeseen possibilities.

programs and classes for our senior adults. We gratefully acknowledge input from our Our faculty, staff, students and community

faculty, staff, administrators and community to

partners have forged new pathways that extend

produce this document. We look forward to your

above and beyond. Collectively, we have worked

ongoing support of our institutional efforts.

to create and re-create innovative curricula, develop and impart forward-thinking skill sets for students, design and build state-of-theart facilities and educational tools that help develop and drive the economy of Northeast Ohio. We are proud of our teaching, learning and training mission and have evolved as an even stronger organization committed to student access, engagement and completion through quality and innovation. It is with a futuristic outlook that we extend ourselves through this new plan, build on

Cuyahoga Community College Strategic Plan 2013-2016


1963

CUYAHOG AC

77

Out of 401 full-time faculty have doctorates

1,700+

students dually enrolled in high school and at tri-c

1 of 20

cuyahoga community college was named one of 20 achieving the dreamTM leader colleges

900,000

85%

more than 85% continue to work and live in northeast ohio after graduation

STUDENT MEMBERS OF OUR COMMUNITY SERVED

15 to 75+

67%

ARE ENROLLED IN TECHNICAL JOB TRAINING COURSES

UNITY COLLE

G E

By the Numbers

M OM


Where futures beginSM

2013 - 2016 Strategic Planning Committee Members • Dr. Belinda Miles, Provost & Executive Vice President, Academic & Student Affairs (Co-Chair) • Deborah Allen, Assistant Professor, Radiologic Technology, West (Co-Chair) • Mike Abouserhal, Vice President, Finance and Business Services • Diana Del Rosario, Dean of Student Affairs, West • Dr. Ed Foley, Associate Professor, Business Administration, West • Dr. John Marr, Dean of Academic Affairs, East • Justin Miller, Assistant Professor, Philosophy, East • Al Moran, Vice President, Marketing & Communications • Dr. Terri Pope, Professor, Biology, Westshore • Dr. Sandy Robinson, Vice President, Academic Affairs • Dr. Michael Schoop, Campus President, Metro • Robert Shirilla, Assistant Professor, Sociology, Metro • Dr. Jennifer Spielvogel, Vice President, Planning and Institutional Effectiveness

www.tri-c.edu/strategicplan


Strategic Plan