Strategic Enrollment Management Plan 2015-2018 · Strategic Enrollment Management (SEM} is an...

2/8/2016

Strategic Enrollment Management Plan

2015-2018

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Table of Contents

Page #

Acknowledgements............ .................................................................................................................................. 3

Letter from the VP, Student Services and Enrollment Management........................................................... 4

Int rod uction. ................................................................................................................................................... 5

Executive Sum ma ry. ............................................................................................................................................. 6

Institutional l Mission a nd Goa ls ....................................................................................................................8

Institutional Statement on Enrollment Management ................................................................................................ 9

SWOT Ana lysis. ....................................................................................................................................................... 10

Planni ng Assumptions. ............................................................................................................................................ 11

Orga niza tiona l Structu re for E n rollment Management.......... ................................................... ...................... 12

Goa ls, Objectives and Performance Indica tors. .............................................................................................. 14

Action Pla n....................................................................................................................................................... 15

Addendu m: E n rollment Da ta & Trends. .......................................................................................................... 21

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Acknowledgements

This Strategic Enrollment Management (SEM) Plan is the product of a campus-wide collaboration of El

Centro College (ECC) colleagues who are passionate about student success. The commitment and quality

of this SEM Plan demonstrates progressive efforts to align with the college mission and efficiently use

data to make proactive and informed decisions that optimize enrollment for ECC over the next three

years.

Strategic Enrollment Management Committee Members & Contributors

Dr. Chemene Crawford -Vice President, Student Services and Enrollment Management (Ex-Officio)

Cornelius Johnson- Dean, Student Success (Committee Co-Chairman)

Karla Damron, Dean Instruction Innov. & Academic Support (Committee Co-Chairman)

Monty F ra ncis-Associate Dean, Student Outreach and Recruitment

Rebecca Garza-Associate Dean, Enrollment Services -

Karen Stills-Royster- Dean, Student Support- (Writer)

Kathy Acosta- Executive Director, West Campus

David Barr ientos-Coordinator, Grants Management & Compliance

Gina Coffma n-Advisor, Financial Aid

Dr. Adrienne Donaldson-Steverson-Faculty, Health & Legal

Keisha Farrington- Interim Director, Business Operations, Business Office

Marja Fugitt -Specialist, Continuing Education

Jenny Hevel -Coordinator, College Rising Star Program

Donna Hill-Manager, College Testing

Philip Hoy- Coordinator, Veterans Affairs

Teresa Isbell-Dean, Planning, Research and Institutional Effectiveness

Pamela Lucas-Director, Financial Aid

Don Martin-Director, Health and Legal

Dr. Charles Greg M or r is- Vice President, Academic Affairs, Administration

Beenah Moshay-Researcher, Institutional Research

Jennie Pol l ard -Executive Director, Corp. and CE, BJP

Karin Reed -Distance Education Instructional Application Specialist

Edwin Rodr iguez-Student

Nataly Saucedo-Specialist, Outreach and Recruitment

Priscilla Sta ley -College Director, Marketing and Public Information

Vanessa Taylor-Faculty, Arts & Sciences

Lisa Theriot - Executive Director, Communications/Math & Student Support Services

Adrienne Thompson - Coordinator, Resource Development, STEM (Compression Planning Facilitator)

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April 2015

Dear El Centro Colleagues:

This Enrollment Management Plan is the result of a college-wide collaboration and is a testament to the

college's commitment to continuous improvement in serving our stakeholders while fulfilling the goals

of our strategic plan. The vision for enrollment management at El Centro College is an integrated and

holistic effort to strategically move the college forward in a way that allows us to manage enrollment

and be responsive to the needs of our stakeholders. At El Centro College we believe that enrollment

management is the responsibility of every member of our college community.

This 2015-2018 Enrollment Management Plan outlines the vision, leadership and strategic direction for

our enrollment efforts and supports the mission, vision, and goals of El Centro College and the Dallas

County Community College District. The plan represents the creative and innovative ideas from

members across the college community, including students. This is what we consider to be a holistic

approach to higher education.

The goals, objectives, and plan of action, have been developed with input from faculty, staff, and

students to maximize the success and the relevance of this plan. The Enrollment Management

Committee will be responsible for monitoring and reporting achievement of the goals and objectives in

the plan using the following credo: Implement, Evaluate, and Improve. Progress reports will be

provided regularly to the college administration and our stakeholders. The Committee, as charged by

the administration, will periodically measure the ongoing progress of enrollment goals as outlined in

this plan to ensure that the established objectives produce measurable results. Reporting to the college

community will be provided via the Enrollment Management website, which can be found at

http://www.elcentrocollege. edu/facultv-staff/strategic-enrollment -management .

Enrollment, student retention and student completion are integral to the college budget, teaching

needs, staffing, and infrastructure needs. This plan is meant to be a dynamic document that can inform

and direct the college's enrollment strategies and practices, and one that supports the goals of the El

Centro College Strategic Plan. Therefore, the college must be diligent and commit to the ongoing

maintenance of this plan.

Comments and suggestions regarding the El Centro College Enrollment Management Plan can be

submitted via the Enrollment Management website.

Collegially,

Dr. Chemene Crawford

Vice President, Student Services and Enrollment Management

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Introduction

Strategic Enrollment Management (SEM} is an inclusive institution-wide effort that allows colleges and

universities to plan enrollment activities that foster student success, while also addressing the various

focus areas critical to the mission of the institution. This SEM plan is one step, in a series of continuous

efforts to align policies, programming and practices with El Centro College's long-range strategic plan.

The 2015-2018 SEM plan of El Centro College seeks to develop and communicate an innovative,

comprehensive and transformational college-wide enrollment management plan that responds to

academic, career and personal needs of our community, through student-focused programs and

services.

According to the Educational Policy Institute\ SEM Plans should include the following guiding principles:

• Establishing clear enrollment goals;

• Promoting student success;

• Determining, achieving and maintaining optimum enrollment;

• Enabling the delivery of effective academic programs;

• Generating tuition;

• Enabling financial planning;

• Increasing organizational efficiency and;

• Improving service levels

This plan includes all of the aforementioned elements as well as collective ideas, creativity and

commitment to student success from a college-wide committee comprised of faculty, administrators,

students and staff. It is a student-focused plan that includes vision, ambitious, yet attainable goals,

committed leadership and strategies that holistically address the needs of students from recruitment to

completion.

This SEM Plan builds directly upon El Centro College's annual and strategic planning processes, which

are further derived from the Dallas County Community College District Goals and various State of Texas

initiatives such as Texas Completes2, a collaborative initiative between a cadre of Texas community

colleges, strategically working together to bridge the achievement gap by redesigning student pathways

to success.

The SEM Committee, along with the Vice President of Student Services and Enrollment Management, will

continue collaborative efforts to advocate for the plan's actions, direct its implementation and measure

outcome results. The action plan will require campus-wide involvement. Both successes and lessons

learned will be communicated to the college community as we progress through the three-year plan.

While the plan provides guidance for enrollment efforts that lend towards student success, the SEM is

a living document and will evolve as we assess, evaluate and strive for continuous improvement. This

SEM plan is designed to elevate the ways in which we serve students-not leaving their experiences to

chance, but intentionally and proactively propelling them toward academic and career success.

1 http://www.educationalpol icy.org/pdf/SEM%20Gu ide.pdf 2 http://www.texascompletes.com/

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http://www.texascompletes.com/

http://www.texascompletes.com/

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Executive Summary

El Centro College (ECC), began serving students in downtown Dallas in 1966, when a nine-story

department store built _in 1873 was deemed a historical treasure by the City of Dallas and renovated to

become home to the newly created college. Still headquartered out of that same historic facility, ECC

has served Dallas' most impoverished and disenfranchised urban neighborhoods for nearly five decades

by providing Associate level degrees, courses transferable to four year-institutions, and career training

in over 40 fields.

Over the past decade, ECC has undergone exciting expansion, with the opening of a beautiful Student

and Technology Center in 2004, acquisition of the Bill Priest Institute for Economic Development in

2005, a Center for Allied Health and Nursing in 2007 and the West Dallas Educational Center in 2009.

While ECC has expanded and experienced significant enrollment growth over the last decade, the

college faces challenges that will impact enrollment strategies over the next decade including: campus

space restrictions; legislative shifts towards performance-based funding; diminished public perceptions

of the value of a college degree; state requirements to address the number of Adult Basic Education and

Developmental level students; slow progress in student completion time to student (the overwhelming

majority of ECC students are enrolled on a part-time basis-80.1% in Fall 2014); achievement gaps for

students of color; inc reased competition for external funding; and increased competition from

proprietary schools.

In Fall 2014, ECC enrolled 10,424 students with 17.6% as new, first-time-in-college (FTIC) freshmen. Over

57% of students enrolled were 25 and under, which is partially due to the 9.7% makeup of dual credit

enrollment in the college. Over 41% of ECC students received some type of financial aid.

The College has made progressive steps in responding to some of the challenges of serving its

community- officially becoming recognized as a Hispanic Serving Institution in 2005; and joining the

national Achieving the Dream (ATD) initiative in 2010, connecting to a national network of community

colleges dedicated to increasing student success for both, students from low-income backgrounds and

students of color. This partnership has helped the college to progress in both retention and college

completion .According to the Center for Demographic and Socioeconomic Research and Education,

Hispanics make up the fasting growing ethnic group in Texas and are projected to be the majority by

2035. In Fall 2014, Hispanic students made up nearly 40% of students enrolled, with African-American

and White students at 29.6% and 21% respectively. ECC will continue to proactively recruit and engage

students of color with the intent to produce more successful completers.

Using the Texas Complete Student Pathway model, this Strategic Enrollment Management (SEM) plan

aims to develop and communicate innovative, comprehensive and transformational actions that

respond to academic, career and personal needs of our community through purposeful student-focused

programs and services.

The plan identifies five major goals that focus on strengthening the College's marketing and

communication; unifying a streamlined enrollment process; expanding early intervention efforts

campus-wide; developing comprehensive guided completion pathways, designed with a variety of

delivery options; and strengthening our relationship with industry and community partners.

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The mission and goals of this SEM plan align well with four key areas of focus, newly identified by the

Chancellor of the Dallas County Community College District. These key areas include: personalization,

alignment, innovation and scale. The operationalization of this SEM plan will include actions that also

align with the focus areas identified by ECC's President and Strategic Planning committee, as we embark

on the beginning of a new strategic planning cycle. The College's strategic planning focus areas include:

creating educational pathways and partnerships that increase the number of college completers who

are prepared to enter into STEM and teaching careers; diversifying instructional programming options to

include structured online, hybrid, weekend, and evening pathways that incorporate competency based

and prior learning assessments; and strengthening holistic student support services that eliminate

barriers to retention and completion. ECC has been selected to serve as an experimental site for a

Department of Education initiative to weave competency based education and prior learning

assessment into student completion pathways. This initiative will serve as a portal to expand the

enrollment and completion opportunities for ECC students.

This SEM plan divides its operational tasks into four phases of a student success life cycle. These four

phases are Connection/Pre-Entry- which includes all recruitment, outreach and engagement activities

prior to a student's application and enrollment; Entry-which includes the enrollment process including

admission, placement testing, advising, registration and orientation; Progress-which includes all

retention efforts that propel students towards the final phase; Completion-which focuses on the

successful development and implementation of comprehensive guided completion pathways that lead

students to success. It is the College's belief that strengthening each segment of the student life cycle

will subsequently generate more students who are able to successfully access information, successfully

enroll, persist through their personalized educational plan, and ultimately complete a credential as an

ECC graduate prepared to meet the needs of the workforce. Gradual increments of progress over the

three-year lifecycle of this SEM plan will yield more opportunities for success for our students and will

strengthen the college in carrying out its mission-Changing Lives Through Higher Education.

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Institutional Mission, Vision , Goals and Values

Mission

The mission of El Centro College is changing lives through higher education. El Centro College provides opportunities responsive to the academic, workforce, and personal needs of our diverse community.

El Centro College aspires to be the college of choice for students, employers, the community, and a leader in higher education.

Core Values

In pursuit of our mission, we value:

Excellence

We encourage our students, employees, and community to achieve their potential.

Integrity

We will ensure honesty and fairness in all that we do Innovation

Embrace flexible ways of learning through personalization

Deliver programs that answer the economic needs of the community

Be willing to take informed risks to advance learning

Thoughtfully design programs and services that are sustainable and scalable Inclusiveness

Provide an environment that encourages the diversity of individual and world views while embracing collaboration

Meet the needs of the community through the elimination of barriers and the broadening of access Stewardship

Lead by example, assist students to translate their learning into responsible citizenship

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Strategic Priorities

El Centro College in achieving its mission, is committed to the following strategic priorities and initiatives:

Student Success – the success of our students is always the primary focus of El Centro College.

Employee Development – commitment to hiring, retaining, and developing successful employees is a key to positive impacts we have on our students and communities.

Community Impact – we add value to lives and build communities by continually strengthening and

expanding our connections with civic, community, and educational organizations.

Workforce Development – we positively and significantly impact economic and workforce development initiatives key to the prosperity of Dallas County (with an emphasis on the Southern Sector), North Texas, the state, and the nation.

Institutional Effectiveness – we meet our strategic goals based on continual evaluation and

improvement of programs and services in relation to student and community needs.

Leader College – we serve as an example to our students, our colleagues, and our community.

Strategic Initiatives

Be a leader in innovative and effective college readiness process which provide students with a guided

pathway from basic skills to workforce readiness and/or academic transfer.

Be a leader in personalized guided pathways that employ flexible delivery methods shortening the time to completion.

Establish a culture of excellence through personalized guided pathways for employee development, helping everyone reach their potential.

Be a leader in community transformation through innovative partnerships with community, business, and industry.

Be an effective institution through continuous assessment of programs, processes, and practices that maximize resources for improving student and employee success.

Institutional Enrollment Management Vision Statement

El Centro College seeks to develop and communicate an innovative, comprehensive and

transformational college-wide enrollment management plan that responds to academic, career and

personal needs of our community through student-focused programs and services.

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SWOT Analysis

•Established a strong

reputation in the DFW

community.

•Evaluating and strengthening

some enrollment processes.

•Acquired technology and

developed infrastructure that

allows for centralized

enrollment communications.

•Provide flex payment options

for students.

•Maintain mutually beneficial

relationships with businesses

and community agencies that

support enrollment.

•Increased student's ability to

self-serve through revised

advising processes.

•Reorganized student services,

strengthening student

support.

•Support from executive level

leadership .

•Opportunities for

professional growth.

•Marketing and

communications {both

internal and external).

• Perceptions of campus

safety.

•Unified enrollment process

for all students.

•Operating with outdated and

rigid processes.

• Lack of a unified message

regarding student

expectations .

•Limited strategy and use of

data to project and develop

course offerings.

•Degree plan packaging is

varied and difficult to

interpret.

•Limited participation in early

intervention efforts.

•Financial Aid processing and

programming obstacles are

vast.

•Student 's increased ability to

self-serve many times does

not lead to optimized course

enrollment.

• Create a college recruitment

plan.

•Create marketing campaigns

for enrollment activities.

•Survey areas for

improvement and inclusion,

both internally and externally.

•Respond to the needs of

current students and the

surrounding community.

• Respond to the momentum

points outlined within the

performance based funding

formula.

•Increase partnerships with

surrounding businesses, Four

year universities and

community agencies.

•Efficiently utilize acquired

technology to optimize

enrollment and retention.

• Effectively respond to the

growing demand for dual

credit.

•Expand and engage the entire

college community in

enrollment management

activities .

•Shift towards performance

based funding.

•Competition within DCCCD.

• Responding to state

mandates that require

specific strategies for the

Adult Basic Education and

Developmental Education

student p o p u l a t i o n s .

•Limited opportunities to

cross-train.

•Diminished public

perceptions of the value of a

college degree.

•Decreased state and federal

funding.

•Increased competition for

grants.

• Competition from

proprietary schools.

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Strengths Threats

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Planning Assumptions

External:

1. Texas and Dallas' Demographics

• The North Central Texas Council of Governments projects that North Texas 9.1million

people will populate a 10-county area by 2030. This will include a largely diverse

population particularly among elderly and Hispanic populations.

• According to the Center for Demographic and Socioeconomic Research and Education,

Hispanics make up the fasting growing ethnic group in Texas and are projected to be the

majority by 2035. 3

• Dallas County consists of 40% of the population speaking a language other than English

and over 18% living in poverty.

2. Labor Force

• Texas' unemployment rate is 4.6%. The National unemployment rate is 5.6% (December

2014) .4

• The National Center for the Middle Market cites Texas as being the nation's top

producer of mid-sized businesses that combined, employ over 4 million people and

report revenues over $500 billion annually.

• While job creation in Texas is projected well above the national average, the state

struggles to compete and retain the limited pool of talent that have the necessary skills

to meet industry needs

3. Graduation Rates

• In Dallas County, 24% of the population 25 years of age or older did not graduate from

high school. Only 28% hold at least a bachelor's degree.

• Currently, of the fifty states, Texas ranks 45th among residents who have an associate’s

degree or higher. The rate of success for community college students is low, but even

lower for students of color. In Texas, Only 22 percent of first-time students in

community colleges graduate within three years. For Hispanic and African-American

students the rate lowers to 17 and 14 percent, respectively .5

4. Shift to Performance-Based Funding

• In 2011, Texas legislature passed the "Higher Education Outcomes-Based Funding Act"

(House Bill 9). This bill was designed to ensure that Texas public colleges use state

appropriations in alignment with the educational goals and workforce needs of the

state. Currently Texas public schools receive 10 percent, performance based funding.

3 http://txsdc.utsa.edu/Reports/2002/TexasCha l lange/TxChal12002Summary.pdf 4 http://www.bls .gov/bls/exit_BLS.htm?url=http ://www .dol .gov/ 5 http://www.texascompletes .com/data-i nformation .htm l

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http://txsdc.utsa.edu/Reports/2002/TexasCha

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2/8/2016

Internal:

1. Demonstrate willingness to develop marketing and communication campaigns that

strategically and proactively promote enrollment, retention and completion.

2. Optimize West Campus growth opportunities by reviewing course offerings and

services; and expanding partnerships with West Dallas schools, businesses, and

community o r g a n i z a t i o n s .

3. Cultivate neighboring DFW workforce and business relationships, specifically with

downtown businesses within a five-mile radius of the Downtown Campus.

4. Demonstrate willingness to expand academic and technical programs in a variety of

modes that respond to the needs of our students and community partners.

5. Expand recruitment efforts that yield a more comprehensive community connection.

6. Implement a revised case-managed advising model for all ECC students.

7. Continued investment in technology that assists with collaborative recruitment,

retention and communication efforts.

• Starfish/ Early Alert System

• Mass Email Marketing

• Student Lingo/ Student Success Videos

• Financial Aid TVI Financial Aid Informational Mini Videos

• Estudias/ Student Tracking

• Optimal Resume/ Job and Career Search Support

• One Call Now/ Automated Calling and Texting Service

8. Cultivate a culture of transfer by promoting the existing 12+ established articulation

agreements with four-year colleges/universities, including an enhanced strategy to

optimize reverse transfer opportunities.

9. Explore opportunities to expand dual credit offerings.

10. Continue to develop programming for underserved populations:

• Men of Color Initiative

• Adult Basic Education Pathway

• Sister-to-Sister Female Mentoring Program

• The Dream.US Scholars Program

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Organizational Structure for Enrollment Management

The El Centro College Enrollment Management Committee has been charged to develop and lead the

implementation of a comprehensive and highly collaborative three-year plan that aligns the College's

planning, policies, practices and programming to maximize student enrollment, retention and

completion. Successful implementation of this plan will require ongoing evaluation and making data

informed actions to strengthen the institution's marketing, recruitment, instructional and service

offerings, and retention efforts. The committee includes four sub-groups and has been divided based on

the four phases of the Texas Complete model: Connection, Entry, Progress and Completion.

ECC Executive Administration

Dr.Jose Adames, President

Sondra Flemming,VP Academic Affairs

Dr. Chemene Crawford,VP Student Services &

Enrollment Management

David Browning, VP Business Services

All

Faculty , Staff and

Administrators (non-

executive)

Planning,

Assessment and

Research

T. Isbel, Executive

Dean

Enrollment Management

Committee Chairs

Cornelius Johnson, Dean, Student Success

Karla Damron, Dean Instruction Innov. & Academic Support

Ex-Officio

Dr. Chemene Crawford,

VP Student Services & Enrollment Management

Phase 1: Team Connect

Lead - Monty Francis

Outreach and Recruitment

Phase 2: Team Entry

Lead – Rebecca Garza

Enrollment Services

Phase 3: Team Progress Lead - Karen Stills & Wil Smith

Student Services & Academic

Affairs

Phase 4: Team Complete

Lead – Cornelius Johnson & Karla

Damron Enrollment Services

Student Success & Academic Affairs

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Goals, Objectives and Key Performance Indicators

The Enrollment Management Committee has targeted five goals and ten objectives as measurable standards for success. This plan is a living

document and has been shared with the entire college community. It will be posted on the college's Enrollment Management webpage, where

colleagues are welcome to make suggestions. A video highlighting awareness of the plan was showcased, along with discussion, at the College's

2015 College Professional Development Day. Overall enrollment data on Key Performance Indicators will be updated and shared at the end of

each academic year.

Goals and Objectives

Goal #1

Goal #2

Goal #3

Goal #4 Goal #5

Develop a vigorous

marketing plan that

attracts and retains

students.

Develop a unified and

consistent enrollment

process.

Develop a campus-wide

early intervention plan. Develop guided

pathways with flexible

options.

Enhance workforce and

community

partnerships.

Objective 1:

Create an ECC

enrollment

brand.

Objective 1: Objective 1:

Develop a college

connection p lan.

Objec t ive 1:

Increase program

modality.

Objective 1:

Objective 2:

Increase

awareness of ECC

programs and

events.

Increase

knowledge of the

enrollment

process.

Objective 2:

Develop an Adult

Basic Education

transition plan.

Objective 2:

Develop

completion

maps.

Increase

partnerships with

neighboring

businesses.

Enrollment Key Performance Indicators (KPls) for 2015-2018

• To increase enrollment at West Campus by 5% over the previous year through academic year 2017-18.

• To increase student credential completion by 3-5% by Spring 2018.

• To increase semester-to-semester student retention 3% by Spring 2018.

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Objective 2: Objective 2:

Improve the

enrollment process.

Increase participation in outreach events.

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Enrollment Management Action Plan

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KPI : Increase applications by 5% over the previous year through academic year (AV) 2017-18, with baseline AV 2014-2015

Goal Action(s) Objective Strategic Goal Responsible/

Lead(s)

Target

Start

Date

Target

End

Date

Target

Outcomes

Actual

Outcomes

#1

Develop a

vigorous

marketing

plan that

focuses on

attracting and

retaining

students.

Create an

Enrollment

Management

Communications/

Marketing Task

Force.

1.1: Create an

ECC

enrollment

brand

Goal#6 :

Organizational

& Institutional

Effectiveness

• Marketing

• Enrollment Services

"...

06/2015

I'

10/2015 Formation of EM

Communications/Marketing

Committee

.

Create unified EM

logos, slogans and

messaging.

1.1: Create an

ECC

enrollment

brand

Goal#6:

Organizational

& Institutional

Effectiveness

• Marketing


06/2015 01/2016 Formation of an ECC

Enrollment management logo,

slogans and common

messaging.

Develop a written

EM Marketing/

Communications

Plan to include:

-campaign(s) to '

attract potential

students.

- enhanced use of

social media.

-10 week

countdown

communications.

1.2: Increase

Awareness of

ECC programs

r ·-

Goal#6:

Organizational

& Institutional

Effectiveness

.,

• Marketing


06/2015 01/2016 A written Enrollment Services

marketing and

communications plan.

Formation of a marketing plan

toward the online student

prospect

Implement

technology to track

prospective

students from

entry to

registration.

1.2: Increase

Awareness of

ECC programs

Goal #1

Student

Success

Outreach and

Recruitment

08/2015

Ongoing

through

Fall 2018

Documented 40% increase in

prospective students from

baseline AY 2014-15.

2/8/2016


Lead(s)

Target

Start

Date

Target

End

Date

Target

Outcomes

Actual

Outcomes

#5

Enhance

workforce and

community

partnerships.

• Participate in

consistent

outreach

efforts to

include

schools,

businesses,

community

agencies,

military

transition

centers and

faith-based

organizations.

• Host community

and business

summits.

• Create high profile special

events that

aggressively

market the

college.

5.1: Increase

participation

in outreach

events.

Goal#3 :

Economic and

Workforce

Development

Goal #4 :

Sustainable

College &

Community

Development

Outreach and

Recruitment w/

campus-wide

collaboration

06/2015 Ongoing

through

Fall 2018

• 25% increase in outreach

activity over the baseline

AY 2014-15

• Outreach to two (2) faith- based organizations per

year.

• Attend five (5) college fairs per year.

• Host two (2) outreach activities per year.

• Have 200 attendees to attend a college hosted

business summit .

• Complete three (3) military agency visits per

year.

• Seek collaboration from five businesses within a

ten-mile radius per

academic year.

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2/8/2016

. ' .

' , ,_ . ' J

J" 1- • - ' -

" fl _,. - KPls: Increase new student enrollment by 5% of baseline AV 2014-15 & Increase West Campus enrollment by 5% each year through AV 2017-18


Lead(s)

Target

Start Date

Target End

Date

Target

Outcomes

Actual

Outcomes

#2

Develop a

unified and

consistent

enrollment

process.

Develop

enrollment

process maps.

2.1 Improve

the

enrollment

process.

Goal #1

Student

Success

Goal#6 :

Organizational

& Institutional

Effectiveness

• Student Success


06/2015

'•

10/2016 • Formulation

of a "face-

to-face

enrollment

map.

• Formulation

of an online

enrollment

map.

Utilize

technology to

create

communication

checkpoints

throughout the

enrollment

process.

2.2 Increase

knowledge of

the

enrollment

process.

Goal #1

Student

Success \

T ...

• Enrollment

...... Services . • Student

Success \,

\ '

06/2015

'-

Ongoing

through

Spring

2018

Annual 3%

increase of

enrolled

prospective

students over

baseline AV

2015-16.

Develop

training

sessions for all

staff .

2.2 Increase

knowledge of

the

enrollment

process.

Goal #2

Employee

Success

• Enrollment

.... Services

• Student Success

06/2015 Ongoing

through

Spring

2018

50% of all staff

will participate

in enrollment

process staff

development.

.. ..

Create on-site

and virtual

activities that

clearly explain

the enrollment

process.

2.2 Increase

knowledge of

the

enrollment

process.

Goal #1

Student

Success

Goal #2

Employee

Success


• Student Success

06/2015 01/2016 Formation of at

least one digital

explanation of

the enrollment

process.

17

2/8/2016

.. .- ,,.r · l • • - ... , ,_...,,.. • ... .. - .. , • •• •

' ' - '

• 1 1. I I

' ,,'.._ _ - '° '

KPI: Increase semester-to-semester retention 5% by FY 2017-18 & Increase pt to 2nd year retention 3% by FY 2017-18.

Responsible/ Target Target End Target Actual

Lead(s) Start Date Date Outcomes Outcomes

• Academic 06/2015 Ongoing At least six feeder high Affairs through schools will actively

• Student Spring 2016 participate in at least Success two "College

• Outreach & Connection" activities . Recruitment

• Continuing 06/2015 10/2015 60% of students who Education with utilize the defined ABE

• Academic ongoing transition plan will Affairs evaluation either advance towards

• Student or place in college level.

Success

• Student 08/2015 Ongoing • 50% of all faculty

Success through will utilize the EAS.

• Academic Spring 2018. • 65% of all faculty

Affairs teaching

gatekeeper courses

will utilize the EAS.

• Student Life 01/2016 Ongoing Calendar will be

• Marketing thru 2018. available at the start of each term.

18

Goal Action(s) Objective Strategic

Goal

#3

Develop a

campus-wide

early intervention

plan.

Create activities

that allow high

school students

opportunities to

access college

readiness

materials and

resources .

3 .1Establish a

"College

Connection"

plan that

promotes

college

readiness for

feeder high

school students .

Goal #1

Student

Success

Create 3.2: Develop an Goal #1

programming that Adult Basic Student

connects Education (ABE) Success

instruction and transition plan. support services that yield student matriculation beyond the ABE level. Develop a 3.3: Expand use Goal #1

campaign to of EAS Student

increase faculty ("Starfish"). Success

use of the Early Alert System (EAS). Create an 3.4: Enhance Goal #1

integrated, student Student

comprehensive development Success

calendar of seminars.

student

development

activities.

. '

I

1

.... ' - - .

•

0_ · ' -

l

2/8/2016

-

• ' '':!; '"!" t - ' .. . - - .......... -. ,.. .. - • l '

. - . - . . . . I • " - r -- o' .. • . • • ' I • - ' ;

KPI : Increase credential completion by 3% each year from baseline AV 2014-15.

19


Lead(s)

Target Start

Date

Target

End

Date

Target

Outcomes

Actual Outcomes

#4

Develop

guided

pathways with

flexible

options.

Identify

targeted

programs for

modality/time

expansion

(online,

weekend,

Day, Evening,

PLA, Hybrid,

etc.)

4.1: Increase

program

modality

offerings.

Goal #1

Student

Success

• Academic Affairs

09/2015 12/2015 At least five (4)

programs will be

identified for

modality/time

expansion.

Expand and

develop

various

modes/times

of course

offerings for

target

programs.

4.1: Increase

program

modality

offerings.

Goal #1

Student

Success

Goal#6:

Organizational

& Institutional

Effectiveness

• Academic

Affairs

09/2015 Ongoing

through

Spring

2018.

• Alternative

course

modalities will

increase by 25%

over baseline AV

2014- 15.

• Alternative

program

modalities will

increase by 5%

over baseline AV

2014-15.

2/8/2016

Action(s) Objective Strategic Goal Responsible/ Target Start Target

Lead(s) Date End

Date

Develop 4.1: Increase Goal #1 • Academic 09/2015 01/2016

process program Student Affairs

utilizing data modality Success

and trends to offerings .

drive course Goal#6 :

offerings. Organizational

& Institutional

Effectiveness

Develop and 4.2 : Develop Goal #1 • Academic 01/2016 Ongoing

market pathway Student Affairs through

targeted completion Success Student Spring

program maps. Success 2018.

completion

maps.

1

Target

Outcomes

100% of academic

affairs areas will

develop and

implement data

informed course

scheduling

procedures and

practices.

• At least five (5)

programs will be

identified for

modality/time

expansion .

• 75% of FTIC

students will

use completion

maps within the

first year of

their academic

planning

sessions.

• 60% of

continuing

students will

use completion

maps within

their academic

planning

sessions.

Actual Outcomes

20

2/8/2016

Addendum:

Enrollment Data & Trends

21

2/8/2016

Enrollment/Student Profile Data

2/8/2016

2%

Fall 2012* El Centro Student Profile

(includes home/host students takinq El Centro courses at other District campuses)

Number of Students**

Full-time/Part-time

Full-time Part-time

Gender

Age

Female

Male

20 and under

21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60

61-65

Over 65

Average Age

Ethnicity

White Black

Hispanic

Asian Native American

lnternationa I

Other/Unknown

Average Load

Dual Credit Students

Financial Aid***

PELL Recipients

Rising Stars

Veterans

Taking A Core Course

Taking A Devel Course

Taking at Least One

ECC Online Course Enrolled at West

Campus

Enrolled at BJP Enrolled at NLC in 500 Location Course

Top Ten Zip Codes 246 2.-

**Number of students reflects percent of total students; All other percentages are based on category.

*** Number of Students on any Financial Aid not including Dual Credit Waivers.

El Centro College,

Planning, Assessment and Research Office September 24, 2012

New FTIC Students New Transfers Continuing Students Total 1,900 16.6% 250 2.2% 9,274 81.2% 11,424 100%

601 31.6% 117 46.8% 2,970 32.0% 3,688 32.3% 1,299 68.4% 133 53.2% 6,304 68.0% 7,736 67 .7%

1,133 59.6% 151 60.4% 6,227 67.1% 7,511 65.7% 767 40.4% 99 39.6% 3,047 32.9% 3,913 34.3%

1,360 71.6% 58 23.2% 2,146 23.1% 3,564 31.2% 175 9.2% 59 23.6% 2,340 25.2% 2,574 22.5% 117 6.2% 39 15.6% 1,569 16.9% 1,725 15.1% 85 4.5% 27 10.8% 1,075 11.6% 1,187 10.4% 44 2.3% 23 9.2% 735 7.9% 802 7.0% 44 2.3% 12 4.8% 558 6.0% 614 5.4% 30 1.6% 6 2.4% 362 3.9% 398 3.5% 27 1.4% 12 4.8% 279 3.0% 318 2.8% 12 0.6% 9 3.6% 137 1.5% 158 1.4% 4 0.2% 3 1.2% 48 0.5% 55 0.5% 2 0.1% 2 0.8% 25 0.3% 29 0.3%

22 30 29 28

184 9.7% 66 26.4% 2,351 25.4% 2,601 22.8% 620 32.6% 102 40.8% 2,887 31.1% 3,609 31.6% 996 52.4% 53 21.2% 3,181 34.3% 4,230 37.0% 37 1.9% 7 2.8% 462 5.0% 506 4.4% 7 0.4% 0 0.0% 51 0.5% 58 0.5% 1 0.1% 1 0.4% 30 0.3% 32 0.3%

55 2.9% 21 8.4% 312 3.4% 388 3.4%

7.8 Hours 9.4 Hours 8.9 Hours 8.7 Hours

562 29.6% 0 0.0% 399 4.3% 961 8.4%

794 41 .8% 103 41 .2% 3,759 40 .5% 4,656 40.8%

737 38.8% 96 38.4% 3,104 33.5% 3,937 34.5%

77 4.1% 2 0.8% 537 5.8% 616 5.4%

24 1.3% 15 6.0% 378 4.1% 417 3.7%

566 29.8% 127 50.8% 5,316 57.3% 6,009 52.6%

1,003 52.8% 104 41.6% 2,119 22.8% 3,226 28.2%

247 13.0%

109 43.6%

3,480 37.5%

3,836 33.6%

243 12.8% 21 8.4% 468 5.0% 732 6.4%

4 0.2% 2 0.8% 57 0.6% 63 0.6%

1 0.1% 0 0.0% 245 2.6%

New FTIC Students New Transfers Continuina Students Total

75217 152 75231 12 75217 368 75217 524

75216 121 75201 11 75211 319 75216 419

75227 107 75204 10 75216 294 75211 394

75211 74 75115,75232 8 75227 272 75227 383

75228 71 75206 7 75208 254 75208 322

75212 70 75043,75050 6 75228 211 75228 288

75208 64 75228,75243 6 75224 209 75212 276

75223 60 75040,75203 5 75043 208 75224 265

75204 56 75219,75237 5 75212 203 75204 250

75224 55 75241 5 75206 190 75043 239

2/8/2016

Fall 2012* El Centro West Campus Student Profile

(includes West Campus students takinq courses at Downtown Campus or other District campuses)


Full-time/Part-time

Full-time Part-time

Gender Female

Male

Age 20 and under

21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60

61-65

Over 65

Average Age

Ethnicity

White Black

Hispanic

Asian Native American

International Other/Unknown

Average Load


Financial Aid***

PELL Recipients

Rising Stars

Veterans



Enrolled at West

Campus Only

New FTIC Students New Transfers Continuing Students Total

243 33.2%

97 39.9%

146 60.1%

153 63.0%

90 37.0%

155 63.8%

25 10.3%

18 7.4%

14 5.8%

11 4.5%

6 2 .5%

2 0.8%

7 2 .9%

4 1.6%

0 0.0%

1 0.4%

24

12 4.9%

105 43 .2%

120 49 .4%

1 0.4%

1 0.4%

0 0.0%

4 1.6%

9.1 Hours

4 1.6%

145 59.7%

133 54.7%

17 7.0%

3 1.2%

79 32.5%

197 81.1%

109 44.9%

21 2 .9%

9 42.9%

12 57.1%

18 85 .7%

3 14.3%

7 33.3%

3 14.3%

4 19.0%

1 4.8%

4 19.0%

1 4.8%

1 4.8%

0 0.0%

0 0.0%

0 0.0%

1 4.8%

28

3 14.3%

14 66.7%

3 14.3%

0 0.0%

0 0.0%

0 0.0%

1 4.8%

9.3 Hours

0 0.0%

12 57.1%

12 57.1%

0 0.0%

0 0.0%

5 23.8%

18 85.7%

6 28.6%

468 63.9%

167 35.7%

301 64.3%

331 70.7%

137 29.3%

143 30.6%

118 25.2%

58 12.4%

48 10.3%

28 6.0%

26 5.6%

14 3.0%

11 2 .4%

11 2.4%

6 1.3%

5 1.1%

29

34 7.3%

203 43 .4%

211 45 .1%

9 1.9%

1 0.2%

0 0.0%

10 2 .1%

9.0 Hours

3 0.6%

254 54.3%

234 50.0%

40 8.5%

13 2.8%

296 63.2%

273 58.3%

188 40 .2%

732 100%

273 37.3%

459 62.7%

502 68.6%

230 31.4%

305 41.7%

146 19.9%

80 10.9%

63 8.6%

43 5 .9%

33 4.5%

17 2 .3%

18 2 .5%

15 2.0%

6 0.8%

7 1.0%

27

49 6.7%

322 44.0%

334 45.6%

10 1.4%

2 0.3%

0 0.0%

15 2 .0%

9.0 Hours

7 1.0%

411 56.1%

379 51.8%

57 7.8%

16 2 .2%

380 51.9%

488 66.7%

303 41.4%

Top Ten Zip Codes New FTIC Students New Transfers Continuing Students Total

75212 45 75050 3 75212 98 75212 145

75211 21 75212 2 75211 47 75211 68

75216 18 75208 29 75208 45

75208 16 75224 20 75216 33

75217 11 75232 16 75224 29

75224 9 75216 15 75217 23

75215 7 75241/75115 14 75232 22

75217 11 75115 21

75235 10 75241 20

**Number of students reflects percent of total students; All other percentages are based on category.

*** Number of Students on Financial Aid not including Dual Credit Waivers.

El Centro College,


2/8/2016

Fall 2013* El Centro Student Profile

(includes home/host students takina El Centro courses at other District campuses)


Full-time/Part-time

Full-time

Part-time

Gender

Age

Female

Male

20 and under

21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60

61-65

Over 65

Average Age

Ethnicity

White

Black

Hispanic

Asian

Native Amer ican

lntemationa I

Other/Unknown

Average Load


Financial Aid***

PELL Recipients

Rising Stars

Veterans



Taking at Least One

ECC Online Course

Enrolled at West

Campus

Enrolled at BJP

Enrolled at NLC in 500

Location Course

Top Ten Zip Codes

75217 493

75211 430

75227 378

75216 373

75228 298

75212 286

75208 269

75224 265

75204 234

**Number of students reflects percent of total students ; All other percentages are based on category .

75104 208

*** Number of Students on any Financial Aid not including Dual Credit Waivers .

El Centro College,

New FTIC Students New Transfers

114 1.1%

30 26 .3%

81 71.1%

66 57.9%

48 42.1%

45 39.5%

20 17.5%

17 14 .9%

12 10.5%

1 0.9%

5 4.4%

0 0.0%

6 5.3%

5 4.4%

2 1.8%

1 0.9%

31

29 25.4%

47 41 .2%

25 21.9%

2 1.8%

0 0.0%

0 0.0%

11 9.6%

7.2 Hours

0 0.0%

38 33.3%

31 27 .2%

2 1.8%

10 8.8%

47 41 .2%

40 35 .1%

35 30.7%

10 8.8%

1 0.9%

2 1.8%

New Transfers

Continui[.19 Students 8,816 83.2%

2,023 22.9%

6,793 77.1%

5,832 66.2%

2,984 33.8%

1,945 22.1%

2.436 27.6%

1,395 15.8%

987 11.2%

657 7.5%

542 6.1%

354 4.0%

267 3.0%

143 1.6%

62 0.7%

28 0.3%

29

2,000 22.7%

2,703 30.7%

3,314 37.6%

442 5.0%

36 0.4%

26 0.3%

295 3.3%

6.9 Hours

534 6.1%

3,919 44 .5%

3,113 35.3%

447 5.1%

484 5.5%

5,187 58.8%

1.804 20.5%

3,372 38.2%

398 4.5%

36 0.4%

283 3.2%

Continuing Students

Total _ 1,671 15.8% 10,601 100%

359 21.5% 2.412 22.8%

1,312 78.5% 8,186 77.2%

995 59.5% 6.893 65.0%

676 40.5% 3.708 35.0%

1,240 74.2% 3,230 30.5%

127 7.6% 2.583 24.4%

75 4.5% 1.487 14.0%

69 4.1% 1,068 10.1%

38 2.3% 696 6.6%

36 2.2% 583 5.5%

30 1.8% 384 3.6%

34 2.0% 307 2.9%

16 1.0% 164 1.5%

6 0.4% 70 0.7%

0 0.0% 29 0.3%

22 28

182 10.9% 2,211 20.9%

522 31.2% 3.272 30.9%

881 52.7% 4.220 39.8%

27 1.6% 471 4.4%

2 0.1% 38 0.4% 1 0.1% 27 0.3%

56 3.4% 362 3.4%

7.1 Hours 7.0 Hours

511 30.6%

1.045 9.9%

732 43.8% 4,689 44.2%

672 40.2% 3.816 36.0%

80 4.8% 529 5.0%

39 2.3% 533 5.0%

577 34.5%

5,811 54.8%

628 37.6% 2,472 23.3%

201 12.0%

3.608 34.0%

138 8.3%

546 5.2%

6 0.4% 43 0.4%

0 0.0%

285 2.7%

New FTIC Students Total 75217 110 75204 6 75217 380 75227 88 75211 5 75211 353

75228 73 75223 4 75216 304

75211 72 75231 4 75227 289

75216 68 75235 4 75228 224

75212 67 75203 3 75208 218

75204 54 75212 3 75212 216

75224 51 75217 3 75224 212

75104 50 75226 3 75043 183

75208 50 75233 3 75204 174

2/8/2016

Planning, Assessment and Research Office September 24 , 2012

2/8/2016

Fall 2013* El Centro West Campus Student Profile

(includes West Campus students takinq courses at Downtown Campus or other District campuses)

_New FTIC Students New Transfers tinuing Students Total


Full-time/Part-time

Full-time

Part-time

Gender

Female

Male

Age

20 and under

21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60 61-65

Over 65

Average Age

Ethnicity

White Black

Hispanic

Asian

Native American

International

Other/Unknown

Average Load


Financial Aid***

PELL Recipients

Rising Stars

Veterans



Enrolled at WC Onlv

138 25.3%

38 27.5%

100 72.5%

102 73.9%

36 26.1%

92 66.7%

12 8.7%

10 7.2%

9 6.5%

6 4 .3%

6 4.3%

2 1.4%

0 0.0% 1 0.7%

0 0.0%

0 0.0%

23

9 6.5%

47 34.1%

73 52.9%

2 1.4%

1 0.7%

0 0.0% 6 4.3%

8.3 Hours

3 2.2%

88 63.8%

83 60.1%

10 7.2%

5 3.6%

57 41.3%

84 60.9%

74 53.6%

10 1.8%

3 30.0% 7 70.0%

8 80.0%

2 20.0%

4 40.0%

3 30.0% 1 10.0%

1 10.0%

0 0.0%

0 0.0%

0 0.0%

0 0.0%

1 10.0%

0 0.0%

0 0.0%

26

3 30.0%

3 30.0%

4 40.0%

0 0.0%

0 0.0%

0 0.0%

0 0.0%

8.7 Hours

0 0.0%

4 40 .0%

4 40 .0%

0 0.0%

1 10.0%

6 60.0%

3 30.0%

3 30.0%

398 72.9%

96 24.1%

302 75.9%

272 68.3%

126 31 .7%

128 32.2%

119 29.9%

38 9.5%

37 9.3%

21 5.3%

22 5.5%

10 2.5% 8 2.0%

7 1.8%

3 0.8%

5 1.3%

28

21 5.3%

144 36.2%

216 54.3%

5 1.3%

1 0.3% 1 0.3%

10 2.5%

7.7 Hours

18 4.5%

205 51.5%

177 44.5%

27 6.8%

22 5.5%

270 67 .8%

198 49.7%

172 43 .2%

546 100%

137 25.1%

409 74.9%

382 70.0%

164 30.0%

224 41 .0%

134 24.5% 49 9.0% 47 8.6%

27 4.9%

28 5.1%

12 2.2%

8 1.5%

9 1.6% 3 0.5%

5 0.9%

26

33 6.0%

194 35.5%

293 53.7% 7 1.3%

2 0.4%

1 0.2% 16 2.9%

7.9 Hours

21 3.8%

297 54.4%

264 48.4%

37 6.8%

28 5.1%

333 61.0%

285 52.2%

249 45.6%

Too Ten Zip Codes New FTIC Students New Transfers Continuina Students Total

75212 34 75212 2 75212 82 75212 118 75208 13 75235 2 75211 46 75211 56 75211 9 75104 1 75208 24 75208 37 75217 7 75203 1 75216 19 75216 23

751, 517522417523 3 5 75211 1 75104 14 75235 19 75216/75232 4 75223 1 75235 14 75104/75224 18

75104175223175235 3 75226 1 75224 13 75217/75237 13 75231 1 75237 11 75115175232 12

75227175232 8 75203175227 10

75115/75203 7

**Number of students reflects percent of total students; All other percentages are based on category .

••• Number of Students on Financial Aid not including Dual Credit Waivers .

El Centro College,


2/8/2016

El Centro College DA LLAS COUNTY CO M MU N ITY COLLEGE DISTR lCT

Fall 2014 El Centro Student Profile (Census Day)

Number of Students*

FTE (15 Credit Hr Base)**

Total Credit Hours

Total Contact Hours

Full-time/Part-time

(includes home/host students taking El Centro courses at other District campuses)

New FTIC Students New Transfers Continuing Students Total

No. % No. % No. % No. %

1,831 17.6% 252 2.4% 8,341 80.0% 10,424 100%

822 101 3,812 4 ,739

12,323 1,517 57.186 71.079

238,088 32,200 1,313,768 1,585,264

Gender

Age

Average Age

Ethnicity

Full-time

Part-time

Female

Male

20 and under

21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60

61-65

Over 65

White

Black

Hispanic

Asian

Native American

448 24 .5% 75 29.8% 2,478 29.7% 3,001 28 .8%

1,383 75.5% 177 70.2% 5,861 70.3% 7,423 71.2%

1,189 64.9% 144 57 1% 5,631 67.5% 6,964 66.8%

642 35.1% 108 42.9% 2.710 32.5% 3,460 33.2%

1,417 77.4% 52 20.6% 1,863 22.3% 3,332 32.0%

166 9.1% 85 33.7% 2,392 28.7% 2.643 25.4%

91 5.0% 38 15.1% 1,347 16.1% 1,476 14.2%

53 2.9% 33 13 1% 925 11.1% 1,011 9.7%

39 2.1% 20 7.9% 607 7.3% 666 6.4%

23 1.3% 13 5.2% 478 5.7% 514 4.9%

18 1.0% 4 1.6% 273 3.3% 295 2.8%

12 0.7% 4 1.6% 245 2.9% 261 2.5%

9 0.5% 1 0.4% 124 1.5% 134 1.3%

3 0.2% 0 0.0% 51 0.6% 54 0.5%

0 0.0% 2 0.8% 36 0.4% 38 0.4%

20 28 29 27

258 14. 1% 106 42.1% 1,828 21.9% 2,192 21.0%

478 26 . 1% 67 26.6% 2,537 30.4% 3,082 29.6%

917 50.1% 45 17.9% 3,162 37.9% 4 .124 39.6%

41 2.2% 21 8.3% 398 4 8% 460 4.4%

9 0.5% 1 0.4% 31 0 4% 41 0.4%

lnternationaI 39 2. 1% 2 0.8% 75 0.9% 116 1.1%

Other/ Unknown

Average Load (Hours)


Financial Aid***

PELL Recipients

Rising Stars

Veterans



Taking at Least One ECG

Online Course

Enrolled at West Campus

Enrolled at BJP

Enrolled at NLC in 500

Location Course

Top Ten Zip Codes

89 4 .9% 10 4 .0% 310 3.7% 409 3.9%

6.7 6.0 6.9 6.8

644 35.2% 0 0.0% 369 4.4% 1,013 9.7%

703 38.4% 53 21.0% 3,559 42 .7% 4 ,315 41.4 %

584 31.9% 21 8.3% 2,758 33.1% 3,363 32.3%

66 3.6% 2 0 8% 495 5 9% 563 5.4%

21 1.1% 8 3.2% 305 3.7% 334 3.2%

764 41.7% 143 56 .7% 4 ,420 53.0% 5,327 51.1%

538 29.4% 37 14.7% 778 9 3% 1,353 13.0%

276 15.1% 116 46 0% 3,549 42 .5% 3,941 37.8%

117 6.4% 16 6.3% 346 4 1% 479 4.6%

3 0.2% 0 0.0% 40 0.5% 43 0.4%

1 0.1% 7 2.8% 311 3.7% 319 3.1%

Zip Code % Zip Code % Zip Code % Zip Code %

75217 132 75206 13 75217 347 75217 486

75211 98 75214 10 75211 330 75211 431

75216 95 75219 9 75216 261 75216 359

75227 85 75217 7 75227 245 75227 333

75212 82 75201 6 75228 212 75228 291

75228 76 75043 5 75212 203 75212 290

75208 57 75204 5 75224 197 75224 249

75204 , 75224 49 75212 5 75208 187 75208 246

75223 43 75241 5 75206 166 75206 216

75203 40 75025 3 75043 160 75204 212

•Number of students reflects percent of total students; All other percentages are based on category

..FTE is base on IPEDS defenition.

....Number of Students on any Financial Aid not including Dual Credit Waivers.

2/8/2016

Planning, Research. & Institutional Effectiveness

C:\Users\tsi5413\A.ppData\local\Microsoft \Windows\Temporary Internet Files\Content Outlook\A Y5S6NOQ\F ALL2014 STUDENT PROFILE_092914 Printed on : 9/30/2014

2/8/2016

El Centro College ._. DALLAS COUNTY COMM_U_NIT_Y_C_O_L_L_E_G_E_D__S_TR_CT

Fall 2014 El Centro West Campus Student Profile (Census Day)

(includes West Campus students taking courses at Downtown Campus or other D1stnct campuses)

Number of Students•

FTE (15 Credit Hr Base)**

Total Credit Hours

Total Contact Hours

Full-time/Part-time

Gender

Age

Average Age

Ethnicity

Full-time

Part-time

Female

Male

20 and under

21-25

26-30

31-35

36-40

41-45

46-50

51-55

56-60

61-65

Over 65

White

Black

Hispanic

Asian

Native American

lntemationa I Other/Unknown

Average Load (Hours)


Financial Aid***

PELL Recipients

Rising Stars

Veterans



Taking at Least One ECG

Online Course

Top Ten Zip Codes

•Number of students reflects percent of total students, All other percentages are based on category

..FTE 1s base on IPEDS defenition.

••• Number of Students on any Finanaal Aid not 1nciud1ng Dual Credit Waivers.

New FTIC Students

No. %

117 24 4%

65

976

16,992

33 28 .2%

83 70 9%

77 65 .8%

40 34 . 2%

79 67 . 5%

15 12 8%

9 7 7%

6 5.1%

6 5. 1%

1 0.9%

0 0 0%

0 0.0%

0 0.0%

1 0 9%

0 0.0%

22

5 4 .3%

32 27.4%

69 59 0%

1 0.9%

0 0.0%

2 1 7%

8 6.8%

8 3

0 0 0%

66 56 4%

58 49.6%

4 3.4%

2 1 7%

52 44 4%

65 55 6%

8 6.8%

Zip Code %

New Transfers

- No. % 14 2. 9%

8

115

2,016

4 28.6%

10 71 4%

6 42.9%

8 57 1%

5 35 7%

5 35. 7%

1 7 1%

2 14.3%

0 0.0%

0 0 0%

0 0 0%

1 7 1%

0 0 . 0%

0 0 . 0%

0 0.0%

26

3 21.4%

8 57 1%

2 14 3%

1 7 1%

0 0.0%

0 0.0%

0 0.0%

8 2

2 14 3%

5 35 .7%

1 7 1%

0 0.0%

1 7 1%

7 50.0%

6 42 .9%

1 7 1%

Zip Code %

Continuing Students

No. %

348 72 7%

183

2.741

51,720

105 302%

242 69 5%

234 67.2%

114 32.8%

99 28.4%

114 32.8%

36 10.3%

26 7.5%

28 8.0%

13 3.7%

4 1 1%

15 4 .3%

7 2 0%

3 0.9%

3 0 9%

28

25 7 2%

113 32.5%

186 53 4%

8 2.3%

1 0 3%

4 1.1%

11 3 2%

7 9

0 0.0%

175 50.3%

138 39.7%

29 8 .3%

16 4 6%

254 73 . 0%

92 26 4%

55 15 8%

Zip Code %

Total

No. %

479 100%

255

3,832

70,728

147 30.7%

332 69.3%

317 66.2%

162 33.8%

183 38.2%

134 28.0%

46 9.6%

34 7.1%

34 7.1%

14 2.9%

4 0.8%

16 3.3%

7 1.5%

4 0.8%

3 0.6%

26

33 6.9%

153 31.9%

257 53.7%

10 2.1%

1 0.2%

6 1.3%

19 4 .0%

8.0

2 0.4%

246 51.4%

197 41 .1%

33 6.9%

19 4.0%

313 65.3%

163 34.0%

64 13.4%

Zip Code %

75212 26

75208 12

75211 11

75216 10

75115 4

75223 4

75232 4

75061 3

75215 3

75224 3

75212 3

75241 2

75104 1

75201 1

75210 1

75216 1

75231 1

75235 1

75243 1

76002 1

75212 68

75211 39

75208 23

75235 18

75224 17

75216 14

75217 13

75232 11

75237 , 75241 7

75228 6

75212 97

75211 50

75208 35

75216 25

75224 20

75235 20

75217 , 75232 15

75241 10

75115 9

75215 , 75236 7

2/8/2016

Planning, Research, & Institutional Effectiveness

C:\ Users\ts15413\App0ata\Local\Microsoft \Windows\Temporary Internet Files\Content .Outlook\A Y5S6NOQ \FALL2014 STUDENT PROFILE_092914 Printed on . 9/30/2014

2/8/2016

Men of Color Data

2/8/2016

- White

"'

·'"

GPA Breakdown

Fall 2014 Male Students no GPA < 2.000 Total Count % Count % Count %

Ethnicity 100 lS.4% 42 7S8 21.9%

Black I African American 173 26.6% 149 43.6% 2&7'& 274 22.3" 9S2 27.S%

Hispanic 311 47.8% 123 36.0% 4'1'4 Ja.2" 463 B7.8% 1371 39.6%

Asian 17 2.6% 7 2.0% M 4.9% 80 1.59' 16S 4.8%

American Indian I Alaska Native 4 .6% 0 0.0% I 2 .2" 14 .4%

International 19 2 .9% 4 1.2% 15 u• 17 1.49' SS 1.6%

Unknown I Not Reported 27 4.1% 17 S.0% 42 3.49' 57 4,6', 143 4.1%

0 o.°" 2 .2" 2 .1%

1241 1 3460 100.0%

340 27.3" 900 26.0%

7 .2%

2SS3 73.8%

3460 100.0%

Fall 2014 Black, Male Students

GPA Breakdown

no GPA < 2.000 2.000 to 2.999 3.000 and more Total

Count % Count % Count % Count % Count %

Ethnicity Black I African A merican 173 100.0% 149 100.0% 3S6 100.0% 274 100.0% 9S2 100.0%

Total 173 100.0% 149 100.0% 356 100.0% 274 100.0% 952 100.0%

Student Load Full-time S3 30.6% 46 30.9% 109 30.6% 77 28.1% 28S 29.9%

Over Load 0 0.0% 0 0.0% 1 .3% 2 .7% 3 .3%

Part-time 120 69.4% 103 69.1% 246 69.1% 19S 71.2% 664 69.7%

Total 173 100.0% 149 100.0% 356 100.0% 274 100.0% 952 100.0%

GPA Breakdown Fall 2014 White, Male Students no GPA < 2.000 2.000 to 2.999 3.000 and more Total


Ethnicity White 100 100.0% 42 100.0% 28S 100.0% 331 100.0% 7S8 100.0% Total 100 100.0% 42 100.0% 285 100.0% 331 100.0% 758 100.0%

Student Load Full-time 21 21.0% 10 23.8% 81 28.4% 88 26.6% 200 26.4% Part-time 79 79.0% 32 76.2% 204 71.6% 243 73.4% SS8 73.6%

Student Loa

Native Hawaiian I Pacific Islander 0 0.0% 0 0.0%

Total 651 100.0% 342 100.0%

d Full-time 141 21.7% 84 24.6%

Over oad 1 .2% 0 0.0%

Part-time S09 78.2% 2S8 7S.4%

Total 651 100.0% 342 100.0%

2/8/2016

Total 100 100.0% 42 100.0% 285 100.0% 331 100.0% 758 100.0%

Planning, Assessment Research (ms)

M:\Data Request\Chemene Crawford

Printed on:

4/14/2015

2/8/2016

Fall 2014 Hispanic, Male Students

GPA Breakdown

no GPA < 2.000 2.000 to 2.999 3.000 and more Total


Ethnicity Hispanic 311 100.0% 123 100.0% 474 100.0% 463 100.0% 1371 100.0%

Total 311 100.0% 123 100.0% 474 100.0% 463 100.0% 1371 100.0%

Student Load Full-time 62 19.9% 20 16.3% 114 24.1% 120 25.9% 316 23.0%

Over oad 0 0.0% 0 0.0% 0 .0% 1 .2% 1 .1%

Part-time 249 80.1% 103 83.7% 360 75.9% 342 73.9% 1054 76.9%

Total 311 100.0% 123 100.0% 474 100.0% 463 100.0% 1371 100.0%

Ethnicity Other 67 100.0% 28 100.0% 126 100.0% 158 100.0% 379 100.0%

Total 67 100.0% 28 100.0% 126 100.0% 158 100.0% 379 100.0%

Student Load Full-time 5 7.5% 8 28.6% 36 28.6% 50 31.6% 99 26.1%

Over Load 1 1.5% 0 0.0% 1 .8% 1 .6% 3 .8%

Part-time 61 91.0% 20 71.4% 89 70.6% 107 67.7% 277 73.1%

Total 67 100.0% 28 100.0% 126 100.0% 158 100.0% 379 100.0%

2/8/2016

Fall 2014 Other*, Male Students no GPA < 2.000

GPA Breakdown

2.000 to 2.999 3.000 and more Total


*Ethnicity group other than white, Black or Hispanic

Planning,Assessment Research (ms)

M:\Data Request\Chemene Crawford

Printed on:

4/14/2015

2/8/2016

Gender

newEthnicity

(All)

(All)

Total Enrollment

Total Returned

Total Graduated

11,424 3,786 863

Persistence Rate 35.8%

Graduation Rate 7.6%

Gender

newEthnicity

M

(All)

Total Enrollment

Total Returned

Total Graduated

3,910 1,199 276



Gender M

newEthnicity 1

Total Enrollment Total Returned Total Graduated

970 253 105

Persistence Rate ---- Graduation Rate

29 .2%

10.8%

Gender M

newEthnicity 2


1,074 300 51

Persistence Rate----

Graduation Rate

29 .3%

4.7%

newEth_n_i_ci_ty" ----------------------- 3


1,456 531 69

Persistence Rate------ Graduation Rate

38.3%

4.7%

Gender M

2/8/2016

Gender

newEthnic ity

M

(Multiple Items)

Count of ID

Total Returned

Total Graduated

410 115 51


Graduation Rate 12 .4%

Notes:

Transferred students were not captured.

Persistence rate is a ratio of returned students by total enrollment less students who graduated .

Graduation numbers are unduplicated.

Ethnicity grouping for other

category includes Asian,

American Indian/Alaska

Native, International, native

Hawaiian I Pacific Islander

and Unknown

2/8/2016

Gender

newEthnicity

{All)

(All )


10,601 3,645 845

Persistence Rate --- Graduation Rate

Gender

newEthnicity

M

{All)

37.4%

8.0%


3,702 1,137 268



Gender M

newEthnicity 1


799 203 96

Pers istence Rate---

Graduation Rate

28.9%

12.0%

Gender M

new Ethnicity 2


1,089 307 44

Persistence Rate

Graduation Rate

29.4%

4.0%

Gender M

newEthnicity 3


1,434 526 76

Persistence Rate

Graduation Rate

38.7%

5.3%

2/8/2016

Gender

new Ethnicity

M

(Multiple Items)

Total Enrollment

Total Returned

Total Graduated

380 101 52



Notes:


Persistence rate is a ratio of returned students by total enrollment less students who graduated .


Ethnicity grouping for

other category includes

Asian,American

Indian/Alaska Native,

International, native

Hawaiian I Pacific

Islander and Unknown

2/8/2016

Gender (All)

newEthnicity (All)


12,011 3,795 843

Persistence Rate

Graduation Rate

34.0%

7.0%

Gender

newEthnicity

M

(All)


3,806 1,180 218



Gender

newEthnicity

M

1

d

Total Enrollment

Total Returned Total Graduate

944 269 73



Gender

newEthnicity

M

2

d

Total Enrollment


1,143 290 37

Persistence Rate 26 .2%

Graduation Rate 3 .2%

Gender

newEthnicity

M

3

d

Total Enrollment


336 499 69



2/8/2016

Gender

newEthn icity

M

(Multiple Items)


383 122 39

Persistence Rate -----'

Graduation Rate

35.5%

5.2%

Notes:


Persistence rate is a ratio of returned students by total enrollment less students who graduated.


Ethnicity grouping for

other category

includes Asian,

American

Indian/Alaska Native,

International, native

Hawaiian I Pacific

Islander and Unknown

2/8/2016

Distance Learning

Program Offering Data

2/8/2016

El Centro's Distance Learning Degrees

Certificates and Awards Offered 1OOo/o Online

Academic Degrees

Associate in Arts ECC

Associate in Sciences ECC

Associate of Arts in Teaching Degree Leading to Initial Texas Teacher

Certification in Foreign Language, EC-12 (*)

ECC

Associate of Arts in Teaching Degree Leading to Initial Texas Teacher

Certification in Mathematics , 8-12 (*)

ECC

Career and Technical Programs - Degrees, Certificates and Awards

Business Administration

Business Administration Associate in Applied Sciences Degree ECC

Entrepreneurship Certificate (*) ECC

Human Resources Assistant Certificate ECC

Business Office Systems Support

Administrative Support Certificate ECC

Software Application Specialist Certificate ECC

Virtual Assistant Skills Achievement Award (*) ECC

Computer Information Technolo2v

Network Administrator and Support Associate in Applied Sciences Degree - MCITP

Enterprise Administrator Track I MCSE Server 2012 Infrastructure Track (*)

ECC

Network Administrator and Support Associate in Applied Sciences Degree - MCITP

Server Administrator Track I MCSA Windows Server 2012 Track (*)

ECC

Personal Computer Support - Associate in Applied Sciences Degree ECC

Software Programmer/Developer - Associate in Applied Sciences Degree ECC

DBA Certificate ECC

Help Desk/User Support Technician Certificate ECC

Information Security Certificate ECC

Information Technology Support Specialist I- Marketable Skills Achievement Award ECC

Information Technology Support Specialist II- Marketable Skills Achievement Award ECC

IT Security Skills Achievement Award ECC

Networking Support Certificate -MCITP Enterprise Administrator I MCSE Server 2012 Infrastructure track and MCITP Server Administrator I MCSA Windows Server 2012 track and MTA IT Infrastructure/MCSA Windows

8 Track (*)

ECC

Oracle Associate Skills Achievement Award ECC

Oracle Professional Skills Achievement Award ECC

Personal Computer Specialist Certificate ECC

Personal Computer User Certificate ECC

Programmer Level 1 Certificate ECC

Software Programmer/Developer Assistant Certificate ECC

Technology Support Certificate ECC Visual Studio Developer Certificate ECC

2/8/2016

4114/2015 11:37 AM 1

2/8/2016


Internet Development Technologies

Internet Development Technologies Associate in Applied Sciences Degree - Internet

Marketing Specialization (*)

ECC

Internet Development Technologies Associate in Applied Sciences Degree - Web

Applications Development Specialization (*)

ECC

Interactive Media Development Certificate (*) ECC

Internet Marketing Certificate ECC

Web Application Development Certificate (Interactive Web Design Track only) (*) ECC

OS Administration Certificate (*) ECC

Web Site System Administration Certificate (*) ECC

Management

Business Leadership - Marketable Skills Achievement Award) (*) ECC

Supervisor Certificate ECC

Legend: (*) New to the List of De2rees, Awards and Certificates

Please riote that the following listings from the

http://www.dcccd.edu/CD/DCCC /OLearn/about/Pages/Degrees.aspx link are no longer offered

100% online by El Centro College.

Academic Degrees: Associate in Sciences with a Field of Study in Business


Business Office Systems and Support

Office Assistant Certificate

Computer Information

Technology System i Developer

Certificate

http://www.dcccd.edu/CD/DCCC

2/8/2016

4/14/2015 11:37 AM 2

2/8/2016

ECC Award Information: All

Award Type Award Title Degree Plan Code Credit Hours in

the Award

Credit Hours in the

Award that are

Available Online

Percentage of

the Award

Available Online

AA

Associate in Arts Degree

AA.ARTS

60 so

83%

AA Associate in Arts Degree with a Field of

Study in Mexican-American Studies

AA .FS.MEXAMER.12 63 - 67 38 60%

AA Associate in Arts Degree with a Field of AA. FS.MUSIC.12 63 - 68 29 46%

Study in Music

AA Associate in Arts Degree with a Field of AA .FS.SPCHCOMM .12 60 - 64 41 68%

Study in Mass Communications - Speech

Communications

AAS Associate in Applied Sciences Degree AAS.ACCT. 9/10 61- 66 49 80%

Accounting

AAS Associate in Applied Sciences Degree

Food and Hospitality Institute

AAS .BAKE.PAST.06 62 - 70 12 19%

Bakery/Pastry

AAS Associate in Applied Sciences Degree AAS.BIOTECH.08 71- 72 20 28%

Biotechnology

AAS Associate in Applied Sciences Degree AAS.BOSS .EXE.ASST.08 60 39 65%


Executive Assistant

AAS Associate in Applied Sciences Degree AAS. BUSI.ADM IN 60 48 80%



CIT - Network Administrator and

AAS .CIT.NS.CCNA .13 62 43 69%

Support CCNA Track



AAS.CIT.NS.CCNP.13 62 47 76%

Support CCNP Track

2/8/2016

Sunday, June 29, 2014 Page 1of 10

2/8/2016


the Award

Credit Hours in the

Award that are

Percentage of

the Award

Available Online Available Online

AAS

Associate in Applied Sciences Degree


AAS.CIT.NS.CONV.13

69 - 70

43

62%

Support Convergence Technology Track



AAS.CIT.NS.DATA.13 66 47 71%

Support MCITP Database Administrator

Track

AAS Associate in Applied Sciences Degree AAS.CIT.NS.ENTPRS.13 66 55 83%

CIT - Network Administrator and Support MCITP Enterprise Administrator

Track/Microsoft Certified Solutions

Expert Track

AAS Associate in Applied Sciences Degree AAS.CIT .NS.SERVER.13 66 63 95%

CIT - Network Administrator and Support

MCITP Server Administrator

Track/Microsoft Certified Solutions

Associate Track

AAS Associate in Applied Sciences Degree AAS.CIT.PC.SUPP.13 61- 68 67 100%

CIT - Personal Computer Support

AAS Associate in Applied Sciences Degree AAS.CIT .PROGD.9/13 60 - 71 68 100%

CIT - Software Programmer/Developer

AAS Associate in Applied Sciences Degree AAS.CULA.ARTS.10 63 - 69 15 24%

Food and Hospitality Service

Culinary Arts


Diagnostic Medical Sonography

AAS.DM.SON0.11 72 27 38%

AAS Associate in Applied Sciences Degree AAS .ECC.NURS.14 60 21 35%

Associate Degree Nursing

AAS Associate in Applied Sciences Degree AAS.ECC.RADIOLG .6/10 72 25 35%

Radiological Sciences

2/8/2016

Sunday, June 29, 2014 Page 2 of 10

2/8/2016


the Award

Credit Hours in the

Award that are

Ava ilable Online

Percentage of

the Award

Available Online

AAS


AAS.ECH0.6/10

69 - 70

27

39%

Echocardiology Technology

AAS Associate in Applied Sciences Degree AAS.ECHO.PEDl.13 69 - 70 27 39%


Pediatric Echocardiology Technology

AAS Associate in Applied Sciences Degree AAS .FASHION .APPAREL 72 6 8%

Fashion Design Apparel Design

AAS Associate in Applied Sciences Degree AAS.FASHION.PATIERN 65 9 14%

Fashion Design Pattern Design

AAS Associate in Applied Sciences Degree AAS.FIRE.PROTECT 60 18 30%

Fire Protection Technology



AAS.FOOD.SERV.10 63 - 69 15 24%


AAS Associate in Applied Sciences Degree AAS.IDT.INTERACT.13 68 - 72 48 71%

IDT - Interactive Media Development

Specialization

AAS Associate in Applied Sciences Degree AAS.IOT. INTERM RKT.13 61 - 65 47 77%

IDT - Internet Marketing Specialization

AAS Associate in Applied Sciences Degree AAS.IDT.WEBAPPL.13 64 - 69 59 92%

IDT - Web Applications Development

Specialization

AAS Associate in Applied Sciences Degree AAS. IDT.WEBSITE.13 66 - 71 63 95%

IDT - Website System Administration

Specialization

AAS Associate in Applied Sciences Degree AAS .INTER.DES.OS 72 12 17%

Interior Design

AAS Associate in Applied Sciences Degree AAS.INVCARD .TECH .10 70 - 71 27 39%

Invasive Cardiovascular Technology

2/8/2016


2/8/2016


the Award

Credit Hours in the

Award that are

Available Online

Percentage of

the Award

Available Online

AAS


AAS.MANAGEMENT

60

36

60%

Management


Medical Laboratory Technology

AAS.MEDLAB .11 72 27 38%

AAS Associate in Applied Sciences Degree AAS.MRl.14 60 2S 42%

Magnetic Resonance Imaging (MRI)

AAS Associate in Applied Sciences Degree AAS.MRKT.FSHN.07 60 12 20%

Marketing Careers Fashion Marketing

AAS Associate in Applied Sciences Degree AAS .PARALEGAL.10 60 18 30%

Paralegal

AAS Associate in Applied Sciences Degree AAS.RESPIRAT.CARE.10 72 27 38%

Respiratory Care Program

AAT Associate of Arts in Teaching Degree

4-8, EC-12 Special Education

AAT.4-8.EC12SPEC.12 61 42 69%

AAT Associate of Arts in Teaching Degree AAT.EC-GRD6.12 60 41 68%

EC-6

AAT Associate of Arts in Teaching Degree

Leading to Initial Texas Teacher

AAT.FRNLNG.13 60 so 83%

Certification in Foreign Language, EC-12

AAT Associate of Arts in Teaching Degree AAT.MATH.13 60 so 83%

Leading to Initial Texas Teacher

Certification in Mathematics, 8-12

AS Associate in Sciences Degree with a Field AS.FS.BUSINESS.11 61- 66 48 79%

of Study in Business

AS Associate in Sciences Degree AS.SCIENCE 60 so 83%

ATC Advanced Technical Certificate ATC.DM.SON0.11 44 3 7%

Diagnostic Medical Sonography

ATC Advanced Technical Certificate ATC.ECH0.13 44 - 4S 6 14%


2/8/2016


2/8/2016


the Award

Credit Hours in the

Award that are

Avai lable Online

Percentage of

the Award

Available Online

ATC

Advanced Technical Certificate

ATC.ECHO.PEDl.6/10

44 - 45

6

14%


Pediatric Echocardiology Technology

ATC Advanced Technical Certificate ATC.INTER .DES.OS 27 6 22%

Interior Design

ATC Advanced Technical Certificate ATC.INVASIVE.CARD .04 43 - 44 6 14%

Invasive Ca rdiovascular Technology

ATC Advanced Technical Certificate ATC.MRl.14 31 6 19%

Magnetic Resonance Imaging (MRI)

Cl Level I Certificate Cl.ACCT.ASST .9/10 31 - 35 27 87%

Accounting Assistant

Cl Level I Certificate Cl.ACCT.CLRK.12 16 - 18 14 88%

Accounting Clerk

Cl Level I Certificate Cl.BAKE.PASTRY .14 22 3 14%

Food and Hospitality Institute Bakery/Pastry

Cl Level I Certificate

Biotechnology

Cl.BIOTECH.08 29 - 30 12 41%

Cl Level I Certificate Cl.BOSS.OFC.ASST.12 16 - 17 10 63%


Office Assistant

Cl Level I Certificate Cl.BOSS.SFTWRE .08 16 13 81%


Software Application Specialist

Cl Level I Certificate Cl.BUSADM .ENTREP 42 24 57%


Entrepreneurs hip

Cl Level I Certificate Cl.BUSADM .HR.ASST.12 18 12 67%


Human Resources Assistant

2/8/2016


2/8/2016

Award Type Award Title Degree Plan Code Credit Hours in Credit Hours in the Percentage of

the Award Award that are the Award


Cl Level I Certificate Cl.CIT.CONV.INTN .13 19 - 24 12 63%

CIT - Convergence Technology Intern

Cl Level I Certificate Cl.CIT.DBACERT.12 16 - 19 16 100%

CIT - OBA

Cl Level I Certificate Cl.CIT.HELP.DESK .11 24 24 100%

CIT - Help Desk/User Support Technician

Cl Level I Certificate Cl.CIT.INFO.SECUR .13 28 28 100%

CIT - Information Security

Cl Level I Certificate Cl.CIT.NS.DATA .13 24 8 33%

CIT - Networking Support MCITP Database

Administrator Track

Cl Level I Certificate Cl.CIT.NS.ENTPRS.13 24 24 100%

CIT - Networking Support MCITP Enterprise

Administrator/Microsoft Certified

Solutions Expert Track

Cl Level I Certificate Cl.CIT.NS.MICRSFT.13 20 16 80%

CIT - Networking Support MCITP Microsoft

Technology Associate Track

Cl Level I Certificate Cl.CIT.NS.SERVER.13 20 20 100%

CIT - Networking Support MCITP Server

Administrator/Microsoft Certified

Solutions Associate Track

Cl Level I Certificate Cl.CIT.NWK.ASSOC.10 16 0 0%

CIT - Networking Associate

Cl Level I Certificate Cl.CIT.NWKPROG.12 16 4 25%

CIT - Network Professional

Cl Level I Certificate Cl.CIT.PC.USER .OB 20 20 100%

CIT - Personal Computer User

Cl Level I Certificate Cl.CIT.PROGLVl.9 .13 16 16 100%

CIT - Programmer Level I

2/8/2016


2/8/2016


the Award

Credit Hours in the

Award that are

Available Online

Percentage of

the Award

Available Online

Cl

Level I Certificate

Cl.CIT.SPDASST.9/13

24 - 28

28

100%

CIT - Software Programmer/Developer

Assistant

Cl Level I Certificate Cl.CIT.SYSTl.DEVL.13 18 - 20 16 89%

CIT - System i Developer

Cl Level I Certificate Cl.CIT.SYSTI/ ASST.13 27 - 28 20 74%

CIT - System i Developer Assistant

Cl Level I Certificate Cl.CIT.TECHSUPPT .13 16 16 100%

CIT - Technology Support

Cl Level I Certificate Cl.CIT.VISU.9/13 16 16 100%

CIT - Visual Studio Developer

Cl Level I Certificate Cl.CONFLl.MANG 25 - 27 0 0%

Conflict Management Specialist

Cl Level I Certificate Cl.CULA.ARTS .06 21 0 0%


Basic Culinary Skills

Cl Level I Certificate

Paramedic

Cl.EMT.PARAMEDIC.08 42 3 7%

Cl Level I Certificate Cl.FHSV.MANG.10 27 3 11%


Certified Food and Hospitality Manager

Cl Level I Certificate Cl.FIRE.ARSON 18 0 0%

Fire Protection Technology

Fire/Arson Investigation

Cl Level I Certificate Cl.FIRE.SCIENCE 39 - 40 10 26%

Fire Protection Technology Fire Science

Cl Level I Certificate Cl.FOOD.SERV.10 38 - 42 3 8%



2/8/2016


2/8/2016


the Award Award that are

Available Online

the Award

Available Online

Cl Level I Certificate Cl.FSHD.THEATRICAL 41 3 7%

Fashion Design Theatrical Costume Design

Cl Level ICertificate Cl.IDT.INACT.MED.13 16 - 19 14 88%

IDT - Interactive Media Development

Cl Level I Certificate Cl.IDT.MRKT.10 29 15 52%

IDT - Internet Marketing

Cl Level I Certificate Cl.IDT.OS.ADMIN.12 26 - 28 20 77%

IDT - OS Administration

Cl Level I Certificate Cl.IOT.WEBAPPL.13 18 - 20 16 89%

IDT - Web Applications Development

Cl Level I Certificate Cl.IOT.WEBSITE.12 28 24 86%

IDT - Web Site System Administration

Cl Level I Certificate Cl.MED.ASST.12 40 9 23%

Medical Assisting

Cl Level I Certificate Cl.MGMT.SUPVSR.12 18 9 50%

Management Supervisor

Cl Level I Certificate Cl.MRKT.VISUAL.07 21 0

0% Marketing Careers Fashion Marketing

Visual Merchandising Assistant

Cl Level I Certificate Cl.SMALL.BUS.ACAD.04 22 9 41%

Small Business Academy

C2 Level II Certificate C2. BOSS.ADM.SUPP .08 43 - 47 28 65%


Administrative Support

C2 Level II Certificate C2.CIT.CONVTECH.13 49 - 54 27 55%

CIT - Convergence Technology Technician

C2 Level II Certificate C2.CIT.PC.SPEC.13 45 - so 47 100%

CIT - Personal Computer Specialist

2/8/2016


2/8/2016


the Award Award that are

Available Online

the Award

Available Online

C2 Level II Certificate C2.IDT.ADV.WEB.12 so - S2 39 78%

IDT - Advanced Web Application

Development

C2 Level II Certificate C2.NURS.LVN.08 Sl 14 27%

Vocational Nursing

C2 Level II Certificate C2.SGTC. TECH .08 so 18 36%

Surgical Technologist

Cl Level I Certificate CERT.MGMT.MANAGEMENT 30 9 30%

Management

ES Enhanced Skills Certificate ES.NURS.PERIOP.INTERN 15 0 0%

Perioperative Nursing

MSA Marketable Skills Achievement Award MSA.CIT.SUPP.1.08 12 12 100%

CIT - Information Technology Support

Specialist I

MSA Marketable Skills Achievement Award MSA.CIT.SUPP.11.08 12 12 100%

CIT - Information Technology Support

Specialist II

MSA Marketable Skills Achievement Award MSA. MGMT. BUS/LEADER 12 3 25%

Management - Business Leadership

SA Skills Achievement Award SA.BOSS.VIRTUAL 12 6 50%


Virtual Assistant

SA Skills Achievement Award SA.CIT.CISCO .ASST .10 8 0 0%

CIT - Cisco Networking Assistant

SA Skills Achievement Award SA.CIT.CISCO.INTN.10 8 0 0%

CIT - Cisco Networking Intern

SA Skills Achievement Award SA.CIT.SECUR.06 12 12 100%

CIT - IT Security

2/8/2016


2/8/2016


the Award

Credit Hours in the

Award that are

Percentage of

the Award


SA

Skills Achievement Awa rd

SA.ORACLE.ASST.10

6 - 7

4

67%

CIT - Oracle Associate

SA Skills Achievement Award SA.ORACLE.PROF.10 6 - 8 8 100%

CIT - Oracle Professional

2/8/2016


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