Strategic Enrollment Management Plan 2024-2028 TMCC is an EEO/AA institution. For more information, visit eeo.tmcc.edu.
2 Create a future you will love with accessible, innovative educational opportunities at TMCC. Together we can make it happen. Enrollment Management Committee Charge and Purpose The Enrollment Management Committee is a standing committee of the Planning Council that oversees and strategizes various aspects of student enrollment. Its primary purposes include data analysis of enrollment and demographic trends, setting enrollment goals with input from college wide constituencies, communicating enrollment-related strategies, challenges, and achievements to the Planning Council and supporting strategies that enhance the success of our diverse student population. The 2024-2028 Enrollment Management Plan strategically navigates the complex landscape of student recruitment, admissions, and retention at Truckee Meadows Community College. The Enrollment Management Plan serves as a guiding framework that outlines the objectives, strategies, and actions to achieve enrollment-related goals while ensuring that students receive a high-quality education and support services. At its core, this Enrollment Management Plan aims to increase student enrollment in a sustainable and equitable manner. This involves identifying target populations, creating effective marketing and outreach initiatives, streamlining the admissions process, enhancing support services, and highlighting academic program opportunities. Ultimately, this plan serves as a roadmap to highlight the goals and strategies aimed at achieving the college’s admissions, enrollment and retention goals. Committee Members Cal Anderson, Director/Webmaster, Web Services Samantha Bellwood, Scholarship Manager, Foundation and Grants Elena Bubnova, Associate Vice President, Research, Marketing, Web Services and IT Amber Burroughs, Associate Director, Workforce Development Kyle Cassinelli, Assistant Director, CTE Programs Yuli Chavez Camarena, Director, Recruitment and Access Center Jackie Draper, NSHE Specialist 2, Scheduling Office Anne Flesher, Dean, Math and Physical Sciences Division John Hughes, Associate Dean, Academic Affairs Leslie Jia, Director, Financial Aid Kate Kirkpatrick, Director, Marketing and Communications Kreg Mebust, Director, Architecture Staci Miller, Director, Academic Advising Dustin Moore, Instructor, Business and Social Science Kofi Poku, Professor, Marketing Karen Saldana, Program Director, Dual Enrollment Sydney Sullivan, Program Director, Career & Partnership Programs Office Rino Takeuchi, SGA Officer, Student Government Association Stephanie Walden, Director, Institutional Research Rich Williams, Controller, Accounting Services TMCC Mission
3 Total # of students 10355 Gender identity Prefers Not to Answer..................................... 4 Gender X Intersex............................................ 2 Male..................................................4750, 46% Female..............................................5599, 54% Ethnicity breakdown American Indian/Alaska Native..................1% Asian............................................................. 6% Black/African American...............................2% Native Hawaiian/Pacific Islander................1% Hispanic/Latino. ........................................34% White..........................................................48% International................................................ 1% Two or more race.........................................6% Unknown. .................................................... 1% Number of degrees awarded in July 2022-June 2023 Bachelors (BAS/BS)....................................... 29 Associate of Science (AS)............................445 Associate of Arts (AA) ..................................474 Associate of Applied Science (AAS) ..............32 Associate of General Studies (AGS) ...............32 Certificate of Achievement (CT) ..................195 Skills Certificate (SKC) ...............................1967 Total............................................... 3104 Number of fulltime and part-time faculty Full-time Faculty ........................................ 144 Part-time Faculty (Credit) ...........................327 Part-time Faculty (Non-Credit) ...................187 Number of fulltime students 29% Number of Parttime students 71% Number of dual enrolled students 1883 Number of tenured faculty (subset of above) Tenured ........................................................ 88 Tenure-Track ..................................................32 Number of parttime faculty (for a given time period) Part-time Faculty (Credit) ...........................327 Part-time Faculty (Non-Credit) ...................187 Full-time to parttime instructor SCH ratio 54% Percentage of diverse faculty 20% TMCC Overview
4 1. Increase student enrollment to 11,500 students and beyond. 2. Improve Student Retention by 5%. 3. Support equitable access, opportunity and success for students from diverse backgrounds. 2024-2028 Goals Goal #1: Increase student enrollment to 11,500 students and beyond. Measures: Number of students enrolled each fall compared to Fall 2019 Fall Terms 2019 2020 2021 2022 2023 N % N % N % N % N % FTE 6174.4 5761.7 5474.9 5510.1 5635.9 HC Headcount 11662 10665 9923 10082 10355 New 1703 1437 1615 1733 1880 Dual Enrollment 1466 1668 1228 1606 1883 Gender Male 5324 46% 4595 43% 4451 45% 4639 46% 4750 46% Female 6338 54% 6070 57% 5472 55% 5443 54% 5599 54% Other/Unknown 0 0% 0 0% 0 0% 0 0% 6 0% Race/Ethnicity International 36 0% 42 0% 45 0% 46 0% 53 1% American Indian/ Alaska Native 117 1% 104 1% 132 1% 112 1% 123 1% Asian 682 6% 696 7% 608 6% 669 7% 664 6% Black 327 3% 303 3% 246 2% 241 2% 227 2% Hispanic 3761 32% 3317 31% 3330 34% 3448 34% 3550 34% NH/PI 8 0% 8 0% 6 0% 31 0% 64 1% 2 or more races 492 4% 501 5% 427 4% 501 5% 594 6% White 6035 52% 5492 51% 4924 50% 4869 48% 4954 48% Unknown 204 2% 202 2% 205 2% 165 2% 126 1%
5 Fall Terms 2019 2020 2021 2022 2023 N % N % N % N % N % Age Range <18 1478 13% 1599 15% 1168 12% 1375 14% 1761 17% 18-24 6167 53% 5483 51% 5237 53% 5263 52% 5360 52% 25-34 2592 22% 2428 23% 2345 24% 2162 21% 1970 19% 35-49 1045 9% 898 8% 920 9% 984 10% 942 9% 50+ 380 3% 257 2% 253 3% 298 3% 322 3% First Gen. Yes 5746 49% 4973 47% 4680 47% 4985 49% 5241 51% No 5916 51% 5692 53% 5243 53% 5097 51% 5114 49% Pell Eligible Yes 2788 24% 2422 23% 2192 22% 1920 19% 2091 20% No 8874 76% 8243 77% 7731 78% 8162 81% 8264 80% Credit Load Full-time (12+ cr.) 3288 28% 3121 29% 2891 29% 2872 28% 2948 28% Part-time (<12 cr.) 8374 72% 7544 71% 7032 71% 7210 72% 7407 72% Enrollments by Course Mode In Person 22011 67.9% 2997 10.5% 12123 45.1% 15967 53.7% 13788 50.3% Web/Web Live 8854 27.3% 23754 83.1% 12805 47.7% 12365 41.6% 12113 44.2% Hybrid 1452 4.5% 1753 6.1% 1860 6.9% 1348 4.5% 1498 5.5% Independent Study 81 0.3% 85 0.3% 85 0.3% 75 0.3% 28 0.1% Total 32398 28580 26873 29755 27427 Strategies Adopt Career and Technical Education (CTE) as a key target market to promote interest in short certifications and educational programs that lead to employment. • Dedicate resources to funding digital campaigns. • Support positions for faculty and staff who support CTE. Enhance brand awareness • Develop marketing campaigns which specifically focus on unique selling points, such as emphasizing the affordability, accessibility, and career opportunities associated with community college education. • Maintain a broad range of communication channels targeting various prospective student audiences. • Produce high-quality content such as viewbooks, student testimonials, and branded materials to showcase the institution’s strengths and student success stories. • Ensure a consistent branding aesthetic as a cornerstone of brand awareness across all areas of the college. Online presence and digital communications • For our virtual college tour at tour.tmcc.edu, prioritize regular maintenance to ensure accurate and engaging content, providing prospective students with an immersive and up-to-date experience of our campus life and offerings. • Regular tmcc.edu website maintenance, ensuring that content remains current and compelling to visitors, thereby enhancing our online presence and attracting potential students effectively. • Maintain clear and consistent communication with students through text messages and email to keep them informed about important registration information. Recruitment and Admissions • Review Steps to Enroll and admissions process on a regular basis to ensure that steps are as easy as possible for students to apply & enroll. • Host open houses/campus tours to allow prospective students and their families to explore the college firsthand. Invite Academic Faculty to participate and showcase degrees and certificates offered at TMCC. • Assign Recruitment Coordinators to assist prospective students in selecting programs and navigating the enrollment process. To increase the conversion rate of new applications to enrollees, each new student will receive a call, email and text within a week after admissions to the college. • Promote support services, such as tutoring, counseling, and academic advising, during the admissions process to show the college’s commitment to student success. • Host information sessions & workshops specifically for adult learners to address their questions and concerns about returning to college. Advising and New Student Orientation • Provide a new, user friendly, visually appealing virtual New Student Orientation platform to welcome and inform new students. • Provide in-person registration assistance workshops for new students. • Reduce Advising appointment wait time by providing drop-in same day appointments during peak enrollment times. Focus dual enrollment outreach efforts to grow the number of high school students who enroll in a regular TMCC class. Highlight the ‘real’ college experience ‘now’ opportunities of coming to campus or taking a virtual class with current college students. Promote the Nevada Promise Scholarship to all incoming freshmen from the most recent high school graduating class. Support and promote the Native American fee waiver opportunities. Explore credit for prior learning opportunities. Work with local employers to establish tuition assistance programs for their employees, which can encourage enrollment. Create programs that reach out to middle school and early high school students to encourage college aspirations from a young age. To reduce the application melt rate (students who apply but do not enroll), create communication campaigns to provide information, in-person assistance and encouragement towards completing the steps to enroll.
6 Goal #2: Improve Student Retention by 5%. 2020 2021 2022 2023 2024 (n=618) (n=641) (n=753) 2015 cohort (n=717) 2016 cohort (n=753) 2017 cohort IPEDS Graduation Rate Graduation Rate Within 150% of Normal Time (IPEDS Graduation Rate) 31% 28% 26% 26% 28% Transferred Within 150% of Normal Time (IPEDS Transfer-Out Rate) 13% 10% 9% 13% 11% Earned Award Outside 150% Normal Time 2% 2% 3% 3% 3% Still Enrolled at TMCC (Persisting) 17% 19% 17% 15% 17% Earned 30+ Credits at TMCC 7% 8% 10% 9% 7% Unknown Outcome 31% 34% 34% 35% 35% Fall 2018 2019 2020 2021 2022 Fall to Spring (1-term) Retention Full-time 78% 75% 74% 75% 75% Part-time 55% 50% 55% 49% 52% All Students 69% 67% 68% 66% 65% Fall to Fall (2-terms) Retention Full-time 66% 59% 64% 61% 61% Part-time 41% 38% 44% 36% 47% All Students 56% 52% 57% 52% 55% We acknowledge the diligent work of TMCC’s Retention Committee. The following initiatives were carefully analyzed under the following criteria 1) Is the strategy measurable? 2) Can the strategy impact retention by upwards of 5%, and 3) Can the retention strategy generate new annual tuition revenue? Below are the strategic recommendations to increase retention by 5%: Retention Committee Members: Brandon Goehring, Lana Reeves, YeVonne Allen, Anne Flesher, Becca Franssen, Dustin Moore, Juana Reynoza-Gomez, Tanja Hayes, Geoffrey Hawkins, Kofi Poku, Melissa Deadmond, Staci Miller, Jillian Kiefer, Lenaya Anderson, Molly Maynard, Roger Putnam, Gwen Raubolt, Emily King, and Jon Reddick-Lau Mentor & Match is a virtual mentor networking platform where community college students and professionals are paired and “matched” with college professionals based on interest, major, college choice, and key related attributes. • Cloud-based Appl • Scalable Degreeworks, an Ellucian product, is an academic advising and degree audit tool. Students can track progress through a self-service portal for degree completion and create a plan that links to the schedule of classes. Degreeworks can target students in need of assistance, and it works with Peoplesoft and CANVAS. • Gives students easy access to their academic path—helping them understand degree requirements and the next steps to graduation. • A comprehensive view—for advisor and advisee—of a student’s degree progress and the ability to head off challenges along the way. • Helps students find the right degrees and programs to match student career and life goals. • Targets students in need of assistance and helps maintain progress. • Maps courses from different schools to fill student requirements at TMCC. Enhanced Learning Coach: Many students do not reach out to staff or faculty members for assistance with academic, campus, or social needs (or don’t know how to reach the right people), which can leave them feeling isolated. Receiving support and guidance from employees can mean the difference between a student learning to navigate through obstacles or giving up and dropping out. This strategy seeks to hire Enhanced Learning Coaches who would perform outreach to selected at-risk students. To execute this, branch campus students would be placed in a cohort. Utilizing E2E Achieve, the Coach will have access to data reports that identify at-risk students in the cohort. On-campus housing/dormitories on a community college campus provide numerous advantages for students. Firstly, they offer unparalleled convenience, particularly for those facing long commutes or transportation challenges. Living on campus fosters a strong sense of community, facilitating friendships, study groups, and participation in campus activities. Access to academic support services is readily available, contributing to students’ success in their studies. Moreover, dormitories provide a safe and secure living environment, with measures such as security patrols and resident advisors. By residing on campus, students also have easier access to campus facilities and a more immersive college experience, including exposure to cultural diversity. Additionally, dorm life cultivates independence and responsibility, preparing students for life beyond college while providing a conducive environment for academic focus and personal growth. Overall, dormitories on community college campuses enrich students’ college experiences and contribute to their overall success.
7 Additional Retention Strategies: • Provide personalized academic advising and support to newly enrolled full-time degree-seeking students through individual oneon-one appointments during their first and second semesters. • Advise undecided students to enroll in Math 120 or Math 120/20 their first semester. The success rate for students completing Math 120 and Math 120/20 has been shown to be significantly higher than similar freshman level math courses. • Strengthen articulation agreements and partnerships with four-year institutions to facilitate a seamless transition for our students who intend to transfer to complete their bachelor’s degrees. • Implement E2E Achieve as an early alert system that allows faculty to identify struggling students and refer them to support services. • Offer financial literacy services to help students manage their finances and make informed decisions about student loans, scholarships, and grants. • Increased retention-focused TMCC Incentive grants and scholarships to incentivize student persistence and reward academic achievement. • Increase awareness of support services among students and faculty. • Increase number of students who utilized Learning Common services. • Strengthen retention of part-time students by connecting them with Professional Advising and Faculty Advising. » Under the direction of the Faculty Advising Coordinator, provide training for faculty advisors on academic advising best practices, including helping part-time students set realistic academic goals and navigate course selections. Explore opportunities to involve staff and administrators to support advising/enrollment of students during peak seasons. » Establish clear communication channels between Academic Advisors and Faculty Advisors to exchange information about students’ progress and challenges. • Offer a range of class times, including evening and online courses to accommodate the diverse schedules of part-time students. » Explore Weekend College ideas, including support services. • Maintain clear and consistent communication with students through text messages to keep them informed about important registration information. • Promote the major exploration programs such as Career Coach and Nevada Career Explorer, among others, to help students discover majors and in-demand careers. • Engage with local businesses, community organizations, and workforce development agencies to promote your academic programs and establish partnerships that can lead to enrollment opportunities for students.
8 Goal #3: Support equitable access, opportunity and success for students from diverse backgrounds. Fall 2018 2019 2020 2021 2022 Minority Fall to Spring 70% 68% 67% 64% 65% Fall to Fall 58% 53% 57% 51% 56% Gender Male Fall to Spring 65% 64% 65% 62% 65% Male Fall to Fall 53% 49% 52% 48% 57% Female Fall to Spring 72% 69% 70% 69% 66% Female Fall to Fall 59% 55% 61% 56% 54% First Generation Yes Fall to Spring 66% 65% 37% 63% 61% Fall to Fall 55% 50% 56% 50% 53% No Fall to Spring 72% 68% 69% 68% 71% Fall to Fall 57% 54% 58% 54% 58% Pell Eligible Yes Fall to Spring 72% 69% 72% 70% 67% Fall to Fall 56% 53% 57% 53% 54% No Fall to Spring 67% 65% 66% 64% 65% Fall to Fall 56% 52% 57% 52% 56% Strategies Foster a diverse and inclusive campus environment by promoting cultural competency among staff and faculty. Provide informational seminars for parents, guardians, families and support systems that teach about college services and resources. Continue to support the Summer Bridge programs for first generation students. Pursue grant opportunities to support dual enrollment of income qualified students. Explore grant opportunities to support parenting students with childcare, transportation and other barriers to college success. Provide training and professional development for faculty and staff on cultural competency and inclusive teaching practices. Encourage diverse hiring practices and create a welcoming environment for faculty and staff from underrepresented backgrounds. Create a Financial Aid College viewbook to provide information and resources on available financial aid options and scholarship opportunities to all students. Create a sense of belonging through affinity groups and culturally relevant programming. Ensure that campus facilities are physically accessible to all students, including those with disabilities. Ensure that online platforms, course materials, and technology are accessible to students with disabilities. Offer training and support for faculty and staff on creating accessible digital content. Engage with local communities and organizations to build relationships and create pathways for community members to access higher education. Advocate for policies that promote equity and inclusion within the institution and at the state and federal levels.
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