TMCC Strategic Enrollment Management Plan 2017-2020 March 29 , 2019
1 Enrollment Management Committee Membership 2017 Elena Bubnova, co-chair Michelle Montoya, co-chair Erik Bravo (Student Rep) Cal Anderson Dan Bouweraerts TomCardoza Jill Channing Yuliana Chavez Camarena Thomas Dobbert Andy Hughes Kate Kirkpatrick Marie Murgolo Rich Williams Sharon Wurm 2019 Elena Bubnova, co-chair Julie Ellsworth, co-chair Brendan Aguiar (Student Rep) Cal Anderson Natalie Brown Yuli Chavez Thomas Dobbert Andy Hughes Leslie Jia Kate Kirkpatrick Nicole Scollard Cheryl Scott Paul Seybold Sidney Sullivan Leone Thierman Rich Williams
2 truckee meadows community College Mission Truckee Meadows Community College promotes student success, academic excellence and access to lifelong learning by supporting high-quality education and services within our diverse community. Enrollment Management Committee Charge and Purpose The Enrollment Management Committee is a standing committee of the Planning Council that, with broad college-wide input, coordinates a comprehensive strategic process to identify and achieve enrollment goals that are aligned with the institutional mission, strategic plan, and available resources. Goals 1. Increase enrollmentby two percent by 2020 2. Increase retentionand persistence by five percent by 2020 3. Increase completionby six percent by 2020
3 Objectives Measures 1.1. IncreaseWCSD capture rate 1.1.1. WCSD capture rate 1.2. Increase headcount of high school students enrolled at TMCC 1.2.1. Number of courses offered at high schools 1.2.2. Headcount of Jump Start students enrolled by term 1.2.3. Number of current WCSD students enrolled at TMCC 1.3. Increase percentage of underrepresented populations 1.3.1. Percentage of underrepresented students enrolled by term 1.3.2. Applications by ethnicity 1.3.3. Percent of underrepresented students receiving financial aid 1.4. Increase percentage of non-traditional students (25+) 1.4.1. Percentage of non-traditional students enrolled by term (25+) 1.4.2. Applications by 25+ students 1.5. Increase headcount of international students 1.5.1. Headcount of international students enrolled by term Key Strategies / Strategic Opportunities Design and maintain virtual tour that includes all TMCC educational sites Hire a recruiter for the college to focus on non-traditional populations and adults (25+) Align marketing initiatives to key audiences identified Expand Jump Start offerings at high schools Work with 100 agents to recruit worldwide to increase international enrollment Hold events on campus to attract underrepresented students Promote Bachelor of Applied Science programs Streamline intake and registration processes Goal 1Increase enrollment by 2% by 2020
4 Objectives Measures 2.1. Foster climate of successful course completion 2.1.1. College-wide retention rate 2.1.2. Number of faculty utilizing early alert system 2.1.3. Number of students utilizing tutoring services 2.1.4. Retention rate in online vs face-to-face courses 2.2. Improve fall-to-fall persistence rate tomatch fall-to-spring persistence rate 2.2.1. Fall-to-spring persistence rate 2.2.2. Fall-to-fall persistence rate 2.2.3. Percent of students seeing an advisor after their first term Key Strategies / Strategic Opportunities Implement Learning Commons model to increase utilization of academic support services Hold registration promotion event each semester Provide training for faculty on how to use early alert system Develop support for degree-seeking undecided majors Promote Freshmen Incentive Grants and TMCC Incentive Grants Goal 2Increase retention and persistence by 5% by 2020
5 Objectives Measures 3.1. Increase graduation rate of full-time students 3.1.1. Percent of degree-seeking students earning 30 credits annually 3.1.2. Percent of GRS cohort enrolled for three consecutive semesters 3.1.3. Percent of full-time students completing gateway courses within first year 3.1.4. Percent of full-time students receiving financial aid 3.2. Increase graduation rate of part-time students 3.2.1. Average number of credits earned during freshman year by parttime students 3.2.2. Percent of part-time students completing gateway courses within first year 3.2.3. Percent of part-time students receiving financial aid 3.3. Increase the number of associate degree recipients 3.3.1. Number of associate degrees earned 3.3.2. Number of associate degrees earned by minority 3.3.3. Number of associate degrees earned by Pell-eligible students 3.4. Increase the number of CTE credentials earned 3.4.1. Number of Certificates of Achievement earned 3.4.2. Number of Certificates of Achievement earned by minority 3.4.3. Number of Certificates of Achievement earned by Pell-eligible students 3.4.4. Number of Skills Certificates earned 3.5. Increase number of degree-seeking students receiving Pell 3.5.1. Number of degree-seeking students receiving Pell Key Strategies / Strategic Opportunities Conduct gateway course completion campaign Offer On Track workshops Promote graduation incentive grants Offer stackable certificates and degrees Increase faculty mentoring of students Promote 15 to Finish Goal 3Increase completion by 6% by 2020
6 Resources The Strategic Enrollment Plan (SEM) aligns objectives and measures with other strategic efforts at the college leveraging existing resources where possible. The following is a list of new strategies recommended by the SEM committee with estimated resource requirements for implementation. Strategy One: Design andmaintain virtual tour that includes all TMCC educational sites Rationale: An online tour is essential for marketing and recruitment. It is a cost effective way to promote and advertise to those unable to get to campus physical locations, online and international students. Virtual Tour allows to effectively showcase facilities and programs to the immediate service community and to the world. Staffing Resources Cost Lead Existing YouVisit software $10,000/year Web Services/MCO/ Student Services Strategy Two: Hire a recruiter for the college to focus on non-traditional populations and adults (25+) Rationale: Adult students are a growing and largely unexplored recruitment cohort. A full-time adult recruiter who is knowledgeable and respectful of adult learners can work with employers to provide tuition assistance and reimbursement to recruit employees. A full time adult recruiter can ensure prompt response to initial contacts, provide details in-person, phone or email and invite face to face workshops and information sessions. Follow up is crucial and current resources are insufficient to provide services. Staffing Resources Cost Lead New Position Administrative Staff $70,000 Access, Outreach and Recruitment (AOR)
7 Strategy Three: Alignmarketing initiatives to key audiences identified Rationale: In order to increase market reach and community awareness, the Marketing and Communications Office will need to hire staff and increase the existing budget to grow regional advertising for college-wide and specific program marketing. Marketing will continue to use identified audiences to drive media placement, using a hired agency and other resources to target segments of the regional population through mass media and advertising. Staffing Resources Cost Lead Existing Staff Marketing Double existing $100,000 budget for advertising placement; Hire additional Marketing staff such as a Social Media Coordinator ($75,000). Total enhancement: $175,000 Marketing and Communications Strategy Four: Expand Jump Start Dual Credit offerings at high schools Rationale: This is an expanding market and is receiving attention at the Board of Regents and State level. Specifically Jump Start Dual Credit opportunities serve the purpose of increasing awareness of the educational benefits offered by community colleges. In addition, Jump Start Dual Credit strengthens the partnerships with the Washoe County School District and creates a stronger pipeline by connecting students to college resources at an early age. Staffing Resources Cost Lead Existing Marketing $5,000 Academic/AOR
8 Strategy Five: Work with 100 agents to recruit worldwide to increase international enrollment Rationale: This is an expanding market and will help to diversify TMCC’s campus climate as well as provide needed additional revenue for college operations. The international services team hopes to continue working with agents and expand the number of agents we work with to 100 over the next three years. This will be done through attending agent fairs, working with the US Commerce Service and the US Dept of State. We are currently partnered with 26 agents worldwide through the team’s efforts during 2016-17. To achieve this goal, the International teamwill need to expand to include an outreach/recruitment staff member to assist with follow-up and outreach for recruitment events, as well as funding for in-country recruitment visits and marketing materials. Staffing Resources Cost Lead One new position Portion of international student fees $58,000 for fulltime staff member, $20,000 for online advertising presence on StudyUSA/iXplore and US Commerce Service events, $20,000 for printed brochures and flash drives and mailing costs for agents/ student abroad, and $60,000 travel budget for agent fairs and student recruitment fairs. Total of: $158,000, of which we have $75,000 if the current budget stands. Student Services
9 Strategy Six: Hold events on campus to attract underrepresented students Rationale: Face-to-face information sessions are highly effective practices for generating inquiries from underrepresented students and their families. Events should be offered during the weekend and evenings to accommodate students’ and parents’ busy schedules. Marketing materials and host dollars will provide incentives for attendance and participation. The Disability Resource Center (DRC) schedules campus tours and information sessions for high school students with disabilities as part of our outreach to transition-aged students. The AOR and Career Center have collaborated to provide “School to Career” information sessions for prospective adult students who will be returning to school. Staffing Resources Cost Lead Existing Staff, marketing materials, host dollars for events $12,000 (printing, host and swag) AOR/DRC/Career Center Strategy Seven: Promote Bachelor of Applied Science programs Rationale: To promote newly approved baccalaureate programs and increase enrollment in those courses. Staffing Resources Cost Lead Existing; Logistics Operations Management (LOM) plans to hire PR firm Brochures and handouts, staff time $5,000 NOTE: LOMwill use Foundation donation for PR firm Marketing, with Business and EMS Strategy Eight: Streamline intake and registration processes Rationale: Need for transparency with all steps required for enrollment based on feedback from students and community and continuous monitoring of potential barriers in the matriculation process. Staffing Resources Cost Lead Existing Staff, host dollars for focus groups $5,000 A&R and AOR
10 Strategy Nine: Implement Learning Commons model to increase utilization of academic support services Rationale: A Learning Commons model that creates a hub for faculty and student collaborative learning, utilizing technology, is proven to help create a culture and environment that promotes and celebrates intellectual inquiry and allows students and scholars to discover the full complexity of their ideas. Staffing Resources Cost Lead Library staff, Tutoring and Learning Center staff, Faculty, and Professional Development staff Furniture, technology, effectively designed spaces Estimated: $1.3 million VPAA and Dean of Liberal Arts Strategy Ten: Hold registration promotion event each semester Rationale: Continuing students represent a substantial portion of TMCC’s student population (approx. 70%). It is critical to capture this group of students and facilitate their enrollment in classes for the subsequent semester prior to them leaving the campus for a break (winter or summer). Initiating a visible registration campaign led by faculty and supported by the rest of the institution will help promote and secure registration by students for the next semester. This will strengthen student success through continuous enrollment and will positively impact enrollment. Staffing Resources Cost Lead Existing Shirts/Staffing/Incentive Prizes $4,000 Academic Affairs/Student Services Strategy Eleven: Provide training for faculty on how to use early alert system Rationale: Required faculty workshops and other training sessions illustrate how the program can serve at-risk students and show the many reasons students may have for performing poorly in classes or for not attending class, such as poor study skills, poor time management and lack of career goals. Training provides opportunities for faculty to ask questions and help develop effective early alert programmatic practices. Staffing Resources Cost Lead Existing (i.e. Faculty, Admissions and Records, Advising staff) Existing (i.e. Starfish), Training at Conferences $6,000 for three attendees, two SS staff and one faculty member Admissions and Records
11 Strategy Twelve: Develop support for degree-seeking undecidedmajors Rationale: The Counseling Center is developing a first year experience program for degree-seeking undecided majors that will be implemented in fall 2017. This high-risk population requires a more targeted, intrusive intervention. The Counseling Center provides career exploration workshops and sends emails out to degree-seeking undecided students encouraging attendance. Staffing Resources Cost Lead Existing plus additional assignment for one counselor Additional assignment to place a counselor on a B+20 contract $8,000 Counseling Strategy Thirteen: Promote Freshmen Incentive Grants and TMCC Incentive Grants Rationale: The Freshmen Incentive Grants and TMCC Incentive Grants are open to students in their respective Graduate Rate Survey (GRS) cohort (first-time, full-time freshmen) who are tracked for TMCC’s graduation rate. Students must apply for financial aid and demonstrate unmet need. Currently FA staff data mine the GRS cohorts to find eligible students. Complete College America recommends targeted financial aid to encourage completion and success. Students are required to attend full-time with an additional allocation if they enroll in 15 (versus 12) credits, or if they enroll in 12/12/6. Staffing Resources Cost Lead Financial Aid coordinator who reviews each FA applicant within the applicable GRS cohort Existing staffing plus new resources for marketing materials $2,000 Financial Aid Strategy Fourteen: Conduct gateway Course completion campaign Rationale: Students are proven to succeed and complete at higher rates when they complete their gateway English and math courses during their first year of enrollment. Staffing Resources Cost Lead Advising staff, faculty advisors, and academic department administrative assistant Existing Employees’ time to reach out to students to ensure they are enrolled Dean of Liberal Arts and Dean of Sciences
12 Strategy Fifteen: Offer On Track to Graduate workshops Rationale: Academic Advisement regularly offers workshops to continuing students to ensure they are on track with their degree plan and know how to read an advisement report and MyPlanner features in PeopleSoft. These workshops are required for first-time, full-time degree seeking students during their first semester prior to registration for their second semester. Staffing Resources Cost Lead Existing Staff Existing $2,000 Academic Advisement Strategy Sixteen: Provide graduation incentive grants Rationale: The Graduation Incentive Grant is open to students in their respective GRS cohort (first-time, full-time freshmen) who are tracked for TMCC’s graduation rate. Students must apply for financial aid and demonstrate unmet need. Currently Financial Aid (FA) staff data mine the GRS cohorts to find eligible students. Complete College America recommends targeted financial aid to encourage completion and success. Students are required to attend full-time with an additional allocation if they enroll in 15 (versus 12) credits, or if they enroll in 12/12/6. Staffing Resources Cost Lead Financial aid coordinator who reviews each FA applicant within the applicable GRS cohort Existing plus new resources for marketing materials $500 Financial Aid Strategy Seventeen: Offer stackable certificates and degrees Rationale: Stackable credentials link a series of certificates and degrees in a specific discipline where each credential builds upon the previous one, and courses for shorter-term certificates count toward associate and bachelor degrees. This allows students to attain a higher-level credential more efficiently and in a shorter period of time. Staffing Resources Cost Lead Existing Existing Existing staffing Dean and chairs
13 Strategy Eighteen: Increase facultymentoring of students Rationale: Students benefit from faculty advisors and mentors. They provide advice for students who wish to pursue particular majors at four-year institutions. Faculty can also help lighten the load for our advising center that is currently understaffed. Staffing Resources Cost Lead 40 academic faculty who are willing to engage in advising and coaching students in their academic studies. Existing staff already advising outside of academic advisement counselors, DRC, CareerConnect and Re-Entry specialists mentoring to specific student populations: Success First, ReEntry, ASK, students with Disabilities Training for faculty advisors and nonacademic advisement advisors $2,000 (training costs) VPAA and Academic Advisement Strategy Nineteen: Promote 15 to Finish Rationale: Academic Advisement promotes 15 to Finish during new student orientations (both online and in-person), in printed materials like the guidebooks new students receive, and during one-on-one advisement appointments. Academic advisement will also be utilizing promotional materials like videos on the website and flyers as part of the joint effort between NACADA/Complete College America. Staffing Resources Cost Lead Existing staff Cost of student guidebooks, brochures, posters, flyers and student giveaways during orientation $13,000 Academic Advisement
14 APPENDIX A Progress: Objectives Matrix Goal One: Increase enrollment by two percent by 2020 Objective Baseline 2017-18 2018-19 2019-20 AAFTE 5851 5740 5719 1.1 Increase WCSD capture rate 23.8% 22.4% 22.6% 1.2 Increase headcount of high school students enrolled at TMCC 618 703 963 1.3 Increase percentage of underrepresented student populations 40.7% 42.2% 43.7% 1.4 Increase percentage of non-traditional students (25+) 37.8% 37.2% 37.1% 1.5 Increase headcount of international students 48 45 49 Goal Two: Increase retention and persistence by five percent by 2020 Objective Baseline 2017-18 2018-19 2019-20 2.1 Foster climate of successful course completion 76.3% 77.5% 76.2% 2.2 Improvefall-to-fallpersistenceratetomatchfall-to-springpersistence 51% 52% 50% Goal Three: Increase Graduation by Six Percent by 2020 Objective Baseline 2017-18 2018-19 2019-20 3.1 Increase graduation rate of full-time students (IPEDS) 30% 31% 28% 3.2 Increase graduation rate of part-time students (SAM) 23% 29% 32% 3.3 Increase number of associate degree recipients 1,174 1333 1270 3.4 Increase number of CTE credentials earned 1,181 1098 1119 3.5 Increase percent of Pell-eligible students receiving aid 73% 75% 71%
15 APPENDIX B Analysis: Measures Matrix Goal One: Increase enrollment by two percent by 2020 Objective One: IncreaseWCSD capture rate Measure Baseline 2017-18 2018-19 2019-20 1.1.1. WCSD graduation rate 77% 84% 84% Objective 2: Increase headcount of current high school students enrolled at TMCC Measure Baseline 2017-18 2018-19 2019-20 1.2.1. Headcount of Jump Start students enrolled by term 270 338 611 1.2.2. Number of current WCSD students enrolled at TMCC 547 631 963 Objective 3: Increase percentage of underrepresented populations Measure Baseline 2017-18 2018-19 2019-20 1.3.1. Percentage of underrepresented students enrolled by term 40.7% 42.2% 43.7% 1.3.2. Applications by ethnicity 2,949 3277 4434 1.3.3. FAFSA submissions by underrepresented students 5,180 4904 5098
16 Objective 4: Increase percentage of non-traditional students (25+) Measure Baseline 2017-18 2018-19 2019-20 1.4.1. Percentage of non-traditional students enrolled by term (25+) 37.8% 37.2% 37.1% 1.4.2. Applications by 25+ students 2,904 3113 3297 1.4.3. FAFSA submissions by 25+ students 6,012 4386 5066 Objective 5: Increase headcount of international students Measure Baseline 2017-18 2018-19 2019-20 1.5.1. Headcount of international students enrolled by term 48 45 49 Goal 2: Increase retention and persistence by five percent by 2020 Objective 1: Foster climate of successful course completion Measure Baseline 2017-18 2018-19 2019-20 2.1.1. College-wide retention rate 76.3% 77.5% 76.2% 2.1.2. Number of faculty utilizing early alert system 78 132 255 2.1.3. Number of students utilizing tutoring services 1,732 2291 1743 2.1.4. Retention rate in online vs. face-to-face courses 72.9% 74.4% 73.3% Objective 2: Improve fall to fall persistence tomatch fall to spring persistence rate Measure Baseline 2017-18 2018-19 2019-20 2.2.1. Fall-to-spring persistence rate 65% 67% 66% 2.2.2. Fall-to-fall persistence rate 51% 52% 50% 2.2.3. Percent of students seeing an advisor after their first term 46% 39.2% 41.1%
17 Goal 3: Increase Completion and Graduation by 6% by 2020 Objective 3.1: Increase graduation rate of full-time students Measure Baseline 2017-18 2018-19 2019-20 3.1.1. Percent of new degree-seeking students earning 30 credits during first year 8.4% 13.2% 12.8% 3.1.2. Percent of GRS cohort enrolled for three consecutive semesters 60.5% 58.4% 59.5% 3.1.3. Percent of full-time students completing gateway courses within first year 63.0% 61.3% 62.1% 3.1.4. Percent of full-time students receiving financial aid 59.5% 53.7% 56.8% Objective 3.2: Increase graduation rate of part-time students Measure Baseline 2017-18 2018-19 2019-20 3.2.1. Average number of credits earned during freshman year by part-time students 8.8 8.6 8.4 3.2.2. Percent of part-time students completing gateway courses within first year 52.3% 49.6% 47.8% 3.2.3. Percent of part-time students receiving financial aid 25.3% 21.9% 18.8% Objective 3.3: Increase the number of Associate degree recipients Measure Baseline 2017-18 2018-19 2019-20 3.3.1. Number of associate degrees earned 1,174 1333 1270 3.3.2. Number of associate degrees earned by minority 404 482 468 3.3.3. Number of associate degrees earned by Pell-eligible students 155 153 188
18 Objective 3.4: Increase the number of CTE credentials earned Measure Baseline 2017-18 2018-19 2019-20 3.4.1. Number of Certificates of Achievement earned 277 199 152 3.4.2. Number of Certificates of Achievement earned by minority 121 63 59 3.4.3. Number of Certificates of Achievement earned by Pelleligible students 101 53 28 3.4.4. Number of Skills Certificates earned 904 899 967 Objective 3.5: Increase percent of Pell-eligible students receiving aid Measure Baseline 2017-18 2018-19 2019-20 3.5.1. Number of Pell-eligible students receiving aid 73% 75% 71%
19 APPENDIX C Strategies Matrix Strategy: Structure and Systems Lead Goal 1 Goal 2 Goal 3 Customer Relations Management (CRM) Admissions & Records (A&R) ProgramUnit Review (PUR) Assessment & Planning Streamline intake and registration processes A&R Strategy: Marketing and Communications Lead Goal 1 Goal 2 Goal 3 Design and maintain virtual tour Welcome Center Marketing to target audiences All Promote BAS programs Marketing, with Business and Emergency Management Systems (EMS) Strategy: Outreach and Recruitment Lead Goal 1 Goal 2 Goal 3 Hire additional recruiter for non-traditional and adult students Access, Outreach and Recruitment (AOR) Collaborative partnerships with WCSD through Jump Start Dual Credit and Recruitment Workshops AOR Work with international agents to recruit students from target countries Academic Advisement Offer Summer Bridge Program to incoming freshmen AOR Increase early outreach efforts through GEAR UP and Peer Recruiter efforts AOR
20 Strategy: Retention and Persistence Lead Goal 1 Goal 2 Goal 3 Grow BAS enrollment every year Academic Affairs Implement Learning Commons model to increase awareness of academic support services Academic Affairs Hold registration promotion event each semester Academic Affairs and Student Services Increase faculty engagement utilizing early alert system Academic Affairs and Student Services Register Now communication campaign Marketing and Communications Don’t Drop campaign to reduce Ws each semester (posters in classrooms) Marketing and Communications Strategy: Graduation and Completion Lead Goal 1 Goal 2 Goal 3 Gateway Course completion campaign AA Advising efforts Academic Advisement Graduation incentive grants Financial Aid
21 EM Plan Timeline Year 0 – 2016-17 Year 1 – 2017-18 Year 2 – 2018-19 Year 3 – 2019-20 April 2016 Planning Council (PC) approves charge for EM committee as a standing committee March 2017 through May 2018 Implementation of Strategies 1, 3, 7, 10, 11, 13, 15, 16 September 2018 through May 2019 Implementation of Strategies 2, 6, 8, 9, 14, 19 March 2019 through May 2020 Implementation of Strategies 4, 5, 12, 17, 18 September 2016 President provides guidance and general direction for EM plan June-August 2018 Assessment of measures for Year 1 June-August 2019 Assessment of measures for Year 2 June-August 2020 Assessment of measures for Year 3 October 2016 EM conducts research of best practices and plan format November 2016 through January 2017 EM committee creates plan draft February 2017 PC approves EM plan
22 Environmental Scan TMCC’s enrollment is impacted by a variety of internal and external factors and trends. The following external factors may have significant implications for TMCC’s enrollment: Population growth By 2019, the area that includes Carson City, Douglas, Lyon, Storey and Washoe Counties is expected to reach population growth of total 7.1 percent, or 1.4 percent growth per year. The population is projected to get more diverse but older. Lowunemployment and economic growth Job growth is forecasted for the area from low end projections of 47,400 to higher end estimates of 56,600 additional jobs from 2015-2019 for the five counties mentioned above. TMCC’s immediate service area of Reno-Sparks is forecasted to see job growth from 6% to 33%. Projected growth is expected to be characterized by a diverse and more technologically advanced economy, which will require an increasingly skilled and educated labor force. Even though, generally, low unemployment rate tends to depress college enrollment, growth and diversification of local economy may provide enrollment growth opportunities for the College. WCSD enrollment and graduation Nationally, according to the December 2016 WICHIE (Western Interstate Commission for Higher Education) report: “The steady growth in high school graduates that led to significant expansion of higher education in the U.S. in recent decades is coming to an abrupt halt. While the number of graduates grew 30 percent from 1995 to 2013, the number of high school graduates is expected to show virtually no growth for the next seven years, and will likely decline this school year.” The report goes on to say “The racial/ethnic mix of high school graduates in the U.S. will continue to shift significantly toward a more diverse population of graduates, fueled primarily by large increases in the number of Hispanic (50 percent) and Asian/Pacific Islander (30 percent) public high school graduates through about 2025.” · The number of high school graduates is expected to stall for the next 7 years but the racial ethnicmix is expected to change. · We are expecting large increases inHispanic (50%) andAsian/Pacific Islander (30%) high school students through 2025. According to the local Washoe County School District, they are expecting an additional 5,318 new students by 2019. It is projected that the district is poised to exceed average pre-recession enrollment growth rates of 3.5%. WCSD continues to increase its graduation rates reaching 76.6% in 2016. Source: Northern Nevada Regional Growth Study 2015-2019, EPIC report Source: Oversight Panel for School Facilities, “Enrollment Growth and School Facility Needs” report, 2015
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