Tarrant County College

Building a Framework for Student Access and Success

Dr. Joy Gates BlackDr. Bill CoppolaDr. Jade BorneMr. David Ximenez

Student Success and Completion:Embracing a Culture of Change

ACCT Leadership CongressSan Diego, CA

October 16, 2015

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WHO WE ARE

• Affordable, open access to quality teaching, learning

• 7th largest higher education institution in Texas

• 15th largest higher education institution in U.S.

• More than 100,000 students annually

• One in every 21 Tarrant County residents is a student

• 50 years of service

One College, Six Campuses

The College of Choice for Academic Excellence and Lifelong Learning

Ranked 37th

Among the Nation’s Top 100

AssociateDegree Producers

Commencement 2013

Ranked 24th

In Total Number of Minority Students Earning Associate

Degrees National Center for

Educational Statistics

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WHERE WE ARE

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WHERE WE ARE

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• Associate of Arts• Associate of Arts in

Kinesiology• Associate of Arts in Music• Associate of Arts in

Teaching• Associate of Science• Associate of Science in

Chemistry• Associate of Science in

Mathematics

7 Degrees

Nearly 130 Certificates of Completion

Certificates

• Students can meet with a

college/university

advisor at a University

Transfer Center located

on each campus

Transfer Courses

WHAT WE OFFER

Degrees and certificates available in more than 60 occupational/technical programs.

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TCC Connect

• Extends TCC’s reach beyond the traditional classroom • 9 new associate degrees that can be earned completely online

eLearning

• Allows students to earn credit for college while attending high school

Dual Credit

• Centralized at Trinity River Campus• Uses technology to merge face-to-face, hybrid and fully online

courses• Ability to earn associate degree in 18 months or fewer

Weekend College

WHAT WE OFFERTCC recently ranked 4th out of 188 colleges and universities in Texas that offer online classes -National Center for Education Statistics (NCES)

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Community and Industry Education Services

• Provides wide range of basic skills, technical, career and community service programs, and courses on- and off-campus for the general public and working professionals.

• Lifelong Learning

• Preparatory Education

• Workforce Training and Certifications

WHAT WE OFFER

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Why the Need for Change?

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Refocus on Access and Student Success

• Texas Higher Education Coordinating Board ranked TCC eighth among the big ten community colleges for completion of developmental education (2010).

• Performance Based Funding (2010).

• Leadership of newly appointed Chancellor Erma Johnson Hadley (2009).

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Blueprint for Change: Achieving the Dream

A national reform network dedicated to community college student success and completion; focused primarily on helping low-income students and students of color complete their education and obtain market-valued credentials.

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Achieving the Dream Principles

• Committed Leadership • Use of Evidence to Improve Policies ,

Policies, Programs and Services• Broad Engagement• Systemic Institutional Improvement• Equity

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Principle One: Committed Leadership

Senior college leaders actively support efforts to improve student success, not just to increase enrollments, and are committed to achieving equity in student outcomes across racial, ethnic and income groups.

Achieving the Dream

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Committed Leadership at TCC

Board of Trustees

• Vision 2015 Strategic Plan

• Board Member on ATD Core Team

• Student Success as a Standing Board Agenda Item

• Annual Participation by Board in University of Texas Board of Trustees Institute

• Policy Changes

• Reallocation Resources

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Principle Two: Use of Evidence to Improve Policies, Programs and Services

The college establishes processes for using data about student progression and outcomes to identify achievement gaps among student groups, formulates strategies for addressing the gaps identified and improving student success overall, and evaluates the effectiveness of those strategies.

Achieving the Dream

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Use of Evidence at TCC

• Focused on Consistent Data Collection, Analysis and Interpretation

• Increased Institutional Capacity to Collect, Analyze, Interpret and Communicate Data Consistently

• Increased the Use of Data to Inform Decision Making

• Established District and Campus Data Teams

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23%10%9%

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Data Dissemination

District Data Team MeetingDistrict presentation of data by Institutional Research to campus teams

Data Team MeetingCampus meeting to review data and plan with chairs

Dept. Chair and Data Team MeetingMonthly campus meeting to review data and plan discussion with faculty

Department MeetingsMonthly department meetings with faculty and staff

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Principle Three: Broad Engagement

Faculty, student services staff and administrators share responsibility for student success, and collaborate on assessing the effectiveness of programs and services and improving them.

Achieving the Dream

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• Established Campus Fridays

• Scheduled Monthly Campus Forums

• Expanded the Role of Campus Leaders

• Created Intentional Opportunities for Listening to and Learning from Students

Broad Engagement at TCC(Learning to Steer A Cruise Ship)

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Broad Engagement at TCC(Learning to Steer A Cruise Ship)

Continued

• Engaged Faculty through Academic Curriculum Teams

• Identified Opportunities to Engage ISDs

• Revitalized Advisory Committees

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Principle Four: Systemic Institutional Improvement

The college establishes planning processes that rely on data to set goals for student success and then uses the data to measure goal attainment. The college regularly evaluates its academic programs and services to determine how well they promote student success and how they can be improved.

Achieving the Dream

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Systemic Institutional Improvement at TCC

• Revamped Institutional Effectiveness Process

• Created the Innovation Forum to Connect Planning and Budgeting Processes

• Enhanced Financial Aid Degree Audit Enrollment Verification

• Discontinued Late Registration

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• Outsourced Financial Aid Call Center and Verifications

• Decentralized Financial Aid Staff to Support Face-to-Face Interactions on Campuses

• Centralized Veterans Certification

• Implemented a College-Wide Supplemental Instruction Program

Systemic Institutional Improvement at TCC

Continued

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• Implemented accepted standards for Review of Support Services

• Created Districtwide New Student Orientation

• Implemented Math Emporiums

Systemic Institutional Improvement at TCC

Continued

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• Created a Student Success Course

• Implemented Case Management and Advising by Appointment

• Arranged for TCC Advisors to Register Students

Systemic Institutional Improvement at TCC

Continued

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• Dean of the Faculty Academy

• Director of Academic Assessment

• Director of Process Improvement

• Director of Institutional Diversity and Inclusion

• Career and Technical Program Advisors

• Online and Adult Basic Education Advisors

• Learning Diagnostician

• Success Coaches for Academic and Career and Technical Programs

• Graduation Outreach Specialist

Hired for Critical Positions

Systemic Institutional Improvement at TCC

Continued

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Principle Five: Accountability for Equity

The college takes responsibility for closing the achievement gaps among student populations. Cultivating a sense of urgency, colleges infuse equity within institutional practices through institutional planning, policy implementation and reform, and school-wide discussions.

Achieving the Dream

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Anglo 41.8%

Hispanic 28.9%

African-American

18.6%

Asian 5.8% Other Ethnic Groups 4.3%

Native American .5%

TCC Fall 2014 Student Demographics

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Accountability for Equity at TCC

• Established the Men of Color Mentoring Program to support the unique experiences and perspectives of participants

• Hired a Director of Diversity and Inclusion to lead the college in developing strategies and programs that promote diversity and inclusion

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Accountability for Equity at TCCContinued

• Created and implemented an Inclusion Plan to sustain a diverse, inclusive and an equitable environment for students, faculty and staff

• Established a Diversity and Inclusion Council on all six campuses and for district offices to support the implementation of diversity action plans

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What has been the Impact of these Changes?

(Are We Moving the Needle?)

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2013FL and 2014SP Course Success Men of Color Mentoring Program

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2015 SP Supplemental Instruction: Comparison of Success

Source: ST Student Enrollment Data and Provided SI file

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2015SP Supplemental Instruction:Success Rates by Number of Visits

Source: ST Student Enrollment Data and Provided SI file

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2015SP Supplemental Instruction:Success Rates by Number of Visits

Source: ST Student Enrollment Data and Provided SI file

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Credential Completion

TCC Graduates /Completers

Year Number of Graduates

2014-2015 7,215

2013-2014 6,627

2012-2013 5,593

TCC Graduates have grown by 29% in 2 years!

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What Have We Learned?

• The More Students are Engaged, the Higher Their Success Rates

• Engage Faculty, Staff and Students Across the College Early in the Process

• Engagement is Critical

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What is Next for Tarrant County College?

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Covey’s 4 Disciplines of Execution

• Focus on the Wildly Important (Wildly Important Goals – WIGS)

• Act on the Lead Measures

• Keep a Compelling Scoreboard

• Create a Cadence of Accountability

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TCC’s Wildly Important Goals

• Increase course completion for all degree-seeking FTIC students by 20% by 2016

• Increase course completion for students on academic probation by 20% by 2016

• Increase student success by increasingfall to fall and fall to spring retention rates for all degree-seeking FTIC students by 20% by 2016

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Questions?