TMCC Strategic Master Plan 2021-2027

TMCC Strategic Master Plan 2021-2027

2 new mission Create a future you will love with accessible, innovative educational opportunities at TMCC. Together we can make it happen. New Vision TMCC is a leader in innovative education, meeting student and community needs. Values The values upon which Truckee Meadows Community College bases its mission and vision statements are the principles, standards and qualities the College considers worthwhile and desirable. TruckeeMeadows Community College is committed to:  Student access and success  Excellence in teaching and learning  Evidence of student progress through assessment of student outcomes  Nurturing a climate of innovative and creative thought  Collaborative decision making  Community development through partnerships and services  Ethical practices and integrity  Respect, compassion, and equality for all persons  Embracing diversity and inclusion  Responsible and sustainable use of resources  Fostering attitudes that exemplify responsible participation in a democratic society  A healthy environment and a healthy college community

3 Goals and Objectives Access NSHE Goal: Increase participation in postsecondary education. TMCC Goal: Increase TMCC’s enrollment to keep pace with our community’s growth and diversity. KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 1. Serve as an open-access institution. 1.1 Enrollment reflecting the Hispanic distribution of Washoe County =Washoe County Rate (FA 16 data) - (FA 17 data) - (FA 18 data) 30% (FA 19 data) 32% (FA 20 data) Hispanic population TMCC: 31% Washoe: 25% 1.2 Number of Jump Start Students (excludes TMCC HS) 2085 (25% increase fromFall 2020 by 2025) (FA 16 data) 376 (FA 17 data) 458 (FA 18 data) 725 (FA 19 data) 1,466 (FA 20 data) 1,668 1.3 Enrollments in Non-Credit courses 2% annual increase (AY 15-16 data) 17,676 (AY 16-17 data) 18,486 (AY 17-18 data) 18,551 (AY 18-19 data) 16,874 (AY 19-20 data) 10,394 OBJECTIVE – 2. Cultivate awelcoming, safe and inclusive learning environment. 2.1 Equally supportive of all racial/ethnic groups and genders (Grad outcomes survey) >=90% (AY 15-16 data) 94% (AY 16-17 data) 94% (AY 17-18 data) 94.5% (AY 18-19 data) 94% (AY 19-20 data) 94.5% 2.2 Clery violent crime incidents (response in narrative) < Average of aspirational peers (Everett CC, CUNY Lehman, Santiago Canyon College) (2015 data) 0 (2016 data) 0 (2017 data) 0 (2018 data) 0 (2019 data) 0 2.3 Number of faculty and staff participating in: • Creating Accessible Content • Safe Zone • DEI Workshops >= Previous Year >= Previous Year >= Previous Year (AY 16-17 data) - - - (AY 17-18 data) 29 15 - (AY 18-19 data) 23 14 - (AY 19-20 data) 24 25 - (AY 20-21 data) 19 - 118 2.4 Percentage of ethnically diverse faculty and staff Academic Faculty: >2% annually Administrative Faculty and Staff: >=previous year (FA 16 data) Faculty: 14.7% Staff: 30% (FA 17 data) Faculty: 13.3% Staff: 32.4% (FA 18 data) Faculty: 14.5% Staff: 33% (FA 19 data) Faculty: 16.5% Staff: 36.4% (FA 20 data) Faculty: 17.5% Staff: 37.7%

4 Student Success NSHE Goal: Increase student success. TMCC Goal: Increase student success metrics to those of our aspirational peers. KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 3. Improve successful completion of students’ educational goals. 3.1 SAMgrad/transfer/still enrolled rate 67.5% short-term 70% long-term (2010 cohort) 61% (2011 cohort) 65.7% (2012 cohort) 67.7% (2013 cohort) 67% (2014 cohort) 67.5% 3.2 IPEDS graduation rate 29% short-term 32% long-term IPEDS peer comparisongroup (median value) (2010 cohort) 31% 17% (2011 cohort) 28% 19% (2012 cohort) 30% 25% (2013 cohort) 31% 26% (2014 cohort) 28% - 3.3 College Scorecard (started at TMCC and transferred in; 8 years after attending) • %Graduated • %Transferred • %Still Enrolled • %No Longer Enrolled • 29%short-term; 32% long-term • 26%short-term; maintain long-term • 2%short-term; maintain long-term • 43%goal; 40%target (2015-16 data) • N/A • N/A • N/A • N/A (2016-17 data) • 19% • 34% • 3% • 44% (2017-18 data) • 24% • 30% • 3% • 43% (2018-19 data) • 29% • 26% • 2% • 44% (2019-20 data) 29% 26% 2% 43% 3.4 Degrees and certificates awarded 2,223 short-term 2,500 long-term (AY 15-16 data) 2,431 (AY 16-17 data) 2,389 (AY 17-18 data) 2,508 (AY 18-19 data) 2,478 (AY 19-20 data) 2,547 3.5 Fall-to-Fall retention of new, full-time degree-seekers (at TMCC) 63% short-term 70% long-term (FA 15 data) 63% (FA 16 data) 61% (FA 17 data) 63% (FA 18 data) 66% (FA 19 data) 59% 3.6 Fall-to-Fall persistence of new, full-time degreeseekers (at any NSHE institution) 67% short-term 74% long-term (FA 15 data) 67% (FA 16 data) 66% (FA 17 data) 66% (FA 18 data) 70% (FA 19 data) 62% 3.7 Successful completion of gatewaymath & English courses Math: 70% English: 73% (short- and long-term) (FA 16 data) math: 59% English: 75% (FA 17 data) math: 62% English: 74% (FA 18 data) math: 62% English: 74% (FA 19 data) math: 71% English: 79% (FA 20 data) math: 73% English: 79% 3.8 Course completion for job upgrade and personal interest students 87% short- and long-term (FA 16 data) 87% (FA 17 data) 89% (FA 18 data) 78% (FA 19 data) 86% (FA 20 data) 87%

5 KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 4. Foster student learning and preparationwith high-quality instruction. 4.1 General Education learning outcomes (GELO) achievement (Percent of students assessed at >=Proficient) • Communications • Critical Thinking • Information Literacy • People &Cultural Awareness • Quantitative Reasoning • >=70% • >=70% • >=70% • >=70% • >=70% (AY 15-16 data) - - - - - (AY 16-17 data) 67.6% 66.1% 57.4% 71.8% 61.2% (AY 17-18 data) 68.9% 65.4% 57.4% 72.3% 62.8% (AY 18-19 data) 68.9% 68.2% 60.7% 74.7% 62.9% (AY 19-20 data) 71.4% 71.5% 61.4% 76.3% 64.5% OBJECTIVE – 5. Provide student support services that correlatewith student success. 5.1 Advising: total graduated, transferred, or still-enrolled (Advised v. non-advised) 2% annual increase (AY 15-16 data) 72% v. 61% (AY 16-17 data) 72% v. 62% (AY 17-18 data) 75% v. 60% (AY 18-19 data) 72% v. 58% (AY 19-20 data) 71% v. 59% 5.2 TLC: course pass rate (tutored v. not tutored) >=86%both short- and longterm (AY 15-16 data) 86% v. 78% (AY 16-17 data) 86% v. 77% (AY 17-18 data) 85% v. 79% (AY 18-19 data) 86% v. 77% (AY 19-20 data) 87% v. 80% 5.3 Counseling: F/F persistence (used counseling v. did not use counseling) 2% annual increase (AY 15-16 data) 61% v. 41% (AY 16-17 data) 59% v. 41% (AY 17-18 data) 62% v. 39% (AY 18-19 data) 60% v. 40% (AY 19-20 data) 57% v. 37%

6 Close the Achievement Gap NSHE and TMCC Goal: Close the achievement gap among underserved populations. KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 6. Close achievement gaps across underserved student populations. 6.1 Graduation rate by: • Hispanic population (compared to cohort) • Hispanicmale population (compared to cohort) • Hispanic rate= IPEDS cohort rate • Hispanicmale rate= IPEDS cohort rate (2010 cohort) - - (2011 cohort) - - (2012 cohort) H: 28%; cohort: 30% HM: 20%; cohort: 30% (2013 cohort) H: 28%; cohort: 31% HM: 21%; cohort: 31% (2014 cohort) H: 32%; cohort: 28% HM: 28%; cohort: 28% 6.2 Fall-to-Fall retention of firstgeneration, new, full-time degree-seekers at TMCC (compared to non-first generation) =IPEDS cohort rate (2010 cohort) First-gen: 64% Non-First-gen: 61% (2011 cohort) First-gen: 63% Non-First-gen: 60% (2012 cohort) First-gen: 62% Non-First-gen: 63% (2013 cohort) First-gen: 66% Non-First-gen: 66% (2014 cohort) First-gen: 57% Non-First-gen: 60% NOTE: pre-Covid, first-gen persistence was the same or better as non-first-gen. Fall 19 to Fall 20 shows the first post-Covid rate and the trend has reversed.

7 Workforce NSHE Goal: Collaboratively address the challenges of the workforce and industry education needs of Nevada. TMCC Goal: Proactively cultivate public-private partnerships to strengthen economic growth and diversification and build a competitive, highly-skilled workforce. KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 7. Develop innovative programs that respond to the dynamic needs of industry and the community. 7.1 Workforce awards conferred (CT, SKC, BAS, AAS) 1,407 (ave) short-term 1,477 long-term (AY 15-16 data) 1,473 (AY 16-17 data) 1,431 (AY 17-18 data) 1,439 (AY 18-19 data) 1,387 (AY 19-20 data) 1,303 7.2 Number of employers sponsoring TMCC Apprenticeships (cumulative) 1-2 per year short-term 35 long-term (AY 16-17 data) - (AY 17-18 data) - (AY 18-19 data) - (AY 19-20 data) 25 (AY 20-21 data) 30 7.3 Number of TMCC Apprentices (cumulative) 845 short-term 970 long-term (AY 16-17 data) - (AY 17-18 data) - (AY 18-19 data) - (AY 19-20 data) 600 (AY 20-21 data) 770 7.4 EPIC career certificate completions Increase 2% annually (AY 16-17 data) - (AY 17-18 data) - (AY 18-19 data) - (AY 19-20 data) - (AY 20-21 data) 274 7.5 Highlights of work with regional employers (qualitative) - - - - - - KPI 7.5 - 2020-2021 Highlights:  At the request of local employers and the Economic Development Authority ofWestern Nevada (EDAWN), TMCC launched a FastTrack Software Development Bootcamp. In addition to providing guidance on the content, local employers participate in preacceptance interviews, mentor students on group projects, and provide OJT learning experiences. The newprogramuses innovative delivery formats including non-credit to credit, self-paced, collaborative onlineworkspace, and open entry starts (newcohorts are launched every twomonths). Partners include BalancedAgency, Talage, Renown Medical, Monarch Casinos, and others.  RenownHealth partners with TMCC for CNA and CMAApprenticeships. Renown selects and hires the apprentices and TMCC provides the related technical instruction (RTI) and serves as the apprenticeship sponsor.  TMCC and GSR are partnering to offer GSR employees options for becoming TMCC students. Track onewill include non-credit ELL instruction andHMD 120 and track two will include COM113 and COM215. The arrangement starts fall of 2021with COM113. During this pilot programand collaboration, TMCCwill not charge tuition to GSR or to the GSR students for fall 2021. In Spring 2022 and beyond GSRwill underwrite tuition and fees for selected employees on a scholarship basis.  TMCC EPIC offered Phlebotomy for Health Care Professionals at theWillowSprings Center this summer tomeet the needs of their licensed nurses who needed to learn phlebotomy skills and offered EPA 608 to Tesla employees this summer tomeet their workforce needs.  ThroughNevada’s Project SANDI grant, TMCC has hired a career Navigator to provide amore direct connection between regional employers and job seekers, particularly dislocated/displaced, underemployed and those seeking to upskill into living-wage career opportunities. This work also includes developing accelerated skill-based training programming that can be accessed remotely using innovative technology, such as virtual reality. Through this project, TMCC has also developed/launched a FastTrack program model that features credit for prior learning, as well as a non-credit to creditmodel. This has been implemented for technology-related careers and is being developed for both HVAC andmanufacturing opportunities.

8 Research TMCC Goal: Enhance research as a tool for teaching and learning. KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 8. Promote student learning through undergraduate research and experiential learning. 8.1 Number of students involved in research and experiential learning projects on campus 158 short- and long-term (AY 15-16 data) - (AY 16-17 data) - (AY 17-18 data) - (AY 18-19 data) - (AY 19-20 data) 79 OBJECTIVE – 9. Encourage research-based practices in teaching. 9.1 Number of faculty completing ACUE (running total) New cohort of 30 every other year (AY 15-16 data) - (AY 16-17 data) - (AY 17-18 data) - (AY 18-19 data) 45 (AY 19-20 data) 74 9.2 Number of QM certified web sections taught (running total) 49 short-term 70 long-term (AY 15-16 data) 4 (AY 16-17 data) 18 (AY 17-18 data) 40 (AY 18-19 data) 45 (AY 20-21 data) 45 9.3 Foundation grant outcomes (qualitative) KPI 9.3 - 2020-21 Highlights:  Bee Campus USA | Amount Funded: $3,000 TMCC has a sustainability initiative to become a Bee Campus andwewill be the first campus in the state of Nevada. Benefits of joining the efforts of Bee Campus USA include the protection of vital animal species, improving local food production, engaging the community, and raising awareness.  ImprovingDiscussionBoardswithPackback | Amount Funded: $4,000 Discussion boards allow students to engage, but participation is lowand demand on faculty is high. A faculty-led project explored the use of Packback, an AI-supported online discussion platform focused on Socratic questioning. Students are challenged to post thoughtful questions and responses, receiving instant feedback on the quality of their posts via Packback’s “curiosity score.” Responses were overwhelmingly positive and the use of the Packback platformhas expanded for the Fall semester. A 2020 community college study showed that student discussion engagement was 2–2.5X higher and students wrote 38%more and used richer text in Packbackwhile beingmore likely to earn A’s and B’s and less likely to earn D’s, F’s andW’s than students using traditional LMS platforms.

9 Stewardship of Resources TMCC Goal: Ensure ongoing stewardship of resources. KPIs Short- and LongtermGoals 2017 2018 2019 2020 2021 OBJECTIVE – 10. Optimize state-funded revenue. 10.2 Weighted student credit hours 3% increase long-term (AY 15-16 data) 204,800 (AY 16-17 data) 204,266 (AY 17-18 data) 215,995 (AY 18-19 data) 227,427 (AY 19-20 data) 227,510 OBJECTIVE – 11. Maximize and grownon-state-funded revenue streams. 11.1 Revenue from selfsupporting programs - (FY 16 data) - (FY 17 data) - (FY 18 data) - (FY 19 data) $2,502,196.32 (FY 20 data) $2,117,892.44 11.2 Baseline amount of private donations 2% annual growth; 5% in 5 years (FY 16 data) - (FY 17 data) - (FY 18 data) - (FY 19 data) - (FY 20 data) $2,181,427 11.3 Dollar amount of grantbased awards 3% increase at 2 years; 6% at 5 years (FY 16 data) - (FY 17 data) - (FY 18 data) - (FY 19 data) - (FY 20 data) $5,738,527 11.4 Percentage of FT TMCC employees who contribute to the Foundation 50%with 100%of leadership in short- and long-term (FY 16 data) 38% (FY 17 data) 36% (FY 18 data) 34% (FY 19 data) 32% (FY 20 data) 34% OBJECTIVE – 12. Promote environmental sustainability. 12.1 Maintain Second Nature Resilience Commitment Status (qualitative) Maintain Resilience Commitment Signed Sustainability Champions Committee Created Resilience Assessment Climate Action Plan Created Climate Action Plan progress measurement cycle 12.2 Campus-wide environmental sustainability initiatives (qualitative) - TMCC Faculty Sustainability Advocate additional assignment created Sustainability Website, “Faculty Stories”, RTC discount bus passes, and hydration stations 1. TMCC Green Team established 2. Sustainable Promotional Materials Initiative 1. U.S. Department of Education Green Ribbon School designation 2. TMCC 100% Renewable Energy Powered GREENevada Golden Pinecone Sustainability Award - Clean Energy

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