madisonville community college strategic enrollment plan · beginning in fall 2015, ... aimee...

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Madisonville Community College

Strategic Enrollment Management Plan

2016-2021

July 2016

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Introduction

Beginning in fall 2015, Madisonville Community College participated with the other colleges in

the Kentucky Community and Technical College System in an AACRAO (American Association of

College Registrars and Admissions Officers) review of enrollment and retention and develop a

Strategic Enrollment Plan (SEM). The Recruitment and Marketing Council and the Retention &

Completion Council were formed. These councils were made up of student affairs professional

staff, faculty members and institutional effectiveness staff members.

The Councils were charged with reviewing current practices, investigating trends and collecting

data to assist in identifying Key Enrollment Indicators (KEIs), strategies and tactics for increasing

enrollment and retaining students through completion. MCC was assigned an AACRAO

consultant to assist in the process.

STRATEGIC ENROLLMENT MANAGEMENT PROJECT Dr. Jay Parrent Chief Student Affairs Officer/Project Lead

Lori Johnson Transfer Advisor/Co-Chair, Retention & Completion Council

Aimee Wilkerson Director Enrollment Management/Co-Chair, Recruitment & Marketing Council

Cathy Vaughan Director of Counseling Services

SEM RECRUITMENT AND MARKETING COUNCIL Aimee Wilkerson Director of Enrollment Management/Council Co-Chair

Amanda Skeen Assistant Professor, Physical Therapist Assistant/Council Co-Chair

Christy Adkins Professor, Communications Monica Bidwell Coordinator of Institutional Effectiveness

Cris Crowley Director of Adult Education

Matt Luckett Assistant Professor, Advanced Integrated Technology

Janet Railey Admissions Advisor

SEM RETENTION AND COMPLETION COUNCIL Lori Johnson Transfer Advisor/ Council Co-Chair Betsy Allen Associate Professor, English/ Council Co-Chair

Craig Dixon Grant Development Specialist

Dr. Sara Jane Jones Associate Professor, Nursing

Temesia Perdue Ready-To-Work Coordinator Vicki Morris Coordinator of Financial Aid

Sonya Shockley Associate Professor, Computer Information Technologies

Cathy Vaughan Director of Counseling Services

Jennifer Welch Assistant Professor, Biology

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Madisonville Community College Overview

Madisonville Community College (MCC), located in Madisonville, KY, is one of 16 two-year

open-admissions colleges of the Kentucky Community and Technical College System (KCTCS).

The KCTCS was created as the ninth institution of higher education in the Commonwealth by

the Kentucky Postsecondary Improvement Act of 1997. Originally established as a member of

the University of Kentucky Community College System in 1968, today MCC offers 24 associate

degree programs and multiple embedded technical certificates, with the overall purpose of

making postsecondary educational opportunities available to Kentucky's citizens and

workforce. In addition to the Associate in Arts and Associate in Science degrees, the college

maintains Memoranda of Agreement articulating 2+2 career pathways with several regional

universities to facilitate transfer to senior institutions.

In 2001, the college submitted a Substantive Change Prospectus to the Southern Association of

Colleges and Schools, Commission on Colleges, stating its intention to consolidate with

Madisonville Technical College, itself originally established in 1937 as the Madisonville Area

Trade School. Full consolidation was approved by the COC in January 2003. MCC serves six

counties with an overall population of approximately 125,000: Hopkins, its home county, and

Caldwell, Crittenden, McLean, Muhlenberg and Webster counties. Muhlenberg County is home

to the Muhlenberg County Campus in Central City.

In Fiscal Year 2015, MCC derived 38% of its $19.2 million annual budget from state allocations,

43% from tuition revenue, 5% from sales and services, and 14% from reserves and fund

balance. In addition, the college currently manages approximately $16.7 million annually in

state/federal grants, gifts, and endowment income.

In Fall 2014, MCC enrolled 4,434 unduplicated headcount students (2,560 FTE) in college credit

classes. The average age was 29.8 – 51.3% were female, 5.5% African-American, and 65%

received some form of need-based financial aid. During the 2014-15 academic year, 17%

graduated with a transfer degree (AA or AS) and 31% with a technical/occupational degree

(AAS). In addition, 1,284 people participated in short-term non-credit business and industry

training.

In fall 2010 enrollment peaked at 4,883. Since that time, the college has experienced a steady

enrollment decline, as can be seen in the table below.

Fall 2010 Fall 2011 Fall 2012 Fall 2013 Fall 2014 4,883 4,595 4,554 4,523 4,434

MCC’s Mission and Values

Consistent with the 2016-22 Kentucky Community and Technical College System strategic vision

of creating “a world-class system of colleges educating Kentucky’s globally competitive

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workforce,” Madisonville Community College has adopted the following mission statement: “to

advance an enduring and enthusiastic commitment to student-centered learning and

achievement.” In support of our mission and as a public comprehensive community college and

member of the Kentucky Community and Technical College System, MCC:

offers two-year associate degree curricula transferable to all colleges and universities in Kentucky;

offers two-year associate of applied science, career-oriented technical degree curricula for immediate employment;

offesr diploma and certificate level programs, not intended for transfer, but designed to meet the changing needs of business and industry;

provides flexible customized training opportunities for area employers;

provides adult literacy services;

provides non-credit personal enrichment programming; and

provides arts appreciation and arts education opportunities.

The mission statement derives from an institution-wide commitment to these values:

Shared responsibility for learning between student and teacher

Mutual respect and open communication

Open inquiry and data-based decision making

Effective collaboration and teamwork

Flexibility, adaptability and availability

Professional behavior and personal effectiveness

Community service and responsiveness

Continuous improvement

Diversity in all its dimensions

Sustainability

Life-long learning

During the 2015-16 academic year, the college developed its 2016-22 strategic plan, consistent with the strategic goals of the KCTCS 2016-22 Strategic Plan. The KCTCS and MCC goals that most specifically drive the work of the AACRAO project address accessibility for all populations, enhanced student engagement, and curriculum alignment with workforce development needs and are noted below.

Relevant KCTCS 2016-22 Strategic Goals:

Increase access and success for all KCTCS students, particularly among traditionally underserved populations

Improve Student engagement, support, experiences, and success with best-in-class academic and student services

Align programs and curricula with needs of employers that enhance the employability, job placement, and career development of KCTCS graduates

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Relevant MCC 2016-22 Strategic Goals:

Manage enrollment strategically Improve student success and achievement Strengthen student engagement through use of research-based “best practices” in

academic and student affairs Align educational programming with workforce development needs of community

and region

Macro Enrollment Goals for 2016-2021

MCC’s enrollment goal is to increase total headcount from the current fall 2015 headcount of

4,267 to 4,597 by fall 2020, an increase of 1.5% annually, noted in the table below.

Academic Year Enrollment Goal Percentage Increase

Fall 2016 4331 1.5%

Fall 2017 4396 1.5%

Fall 2018 4462 1.5%

Fall 2019 4529 1.5%

Fall 2020 4597 1.5%

Macro Retention Goals for 2016-2021

Based upon the most recent data from the KCTCS Office of Research and Policy Analysis

(academic year 2015-16), the MCC fall to fall retention rate ranks 1st among the 16 KCTCS

colleges. MCC’s retention goal is to increase overall retention by 5 % over the next 5 years,

increasing the fall to fall rate from 62.4% (fall 2015) to 67.4% (fall 2021) and increasing the fall

to spring rate from 72% (spring 2016) to 77% (spring 2021).

Key Enrollment Indicators (KEIs) and Supporting Data

A. Recruitment/Marketing Council KEIs

1. Traditional Student Recruitment Goal: Increase yield of service area high school seniors by 5% per year through fall 2018 (15% total)

Supporting Data:

Decrease in new applications, high school graduates

Projected increase in service area high school seniors (2016-2018)

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Projected Enrollment 2012 2013 2014 2015 2016 2017 2018 Service Area HS Graduates 1280 1232 1299 1301 1473 1562 1495

Applications Received 549 520 567 481 505 530 556

Headcount Enrollment 298 331 334 292 306 321 337

2. Academic Program Enrollment

Goal: Increase enrollment in academic programs – To be determined fall 2016 Supporting Data:

Decrease in program applicants

Decrease in degree seeking students

Goal: Explore skilled trade program options

Supporting Data: Projected replacements

3. Non-Traditional Students

Goal: Increase number of adults returning to college by 3% annually through fall

2020 (15% total)

Supporting Data:

Decrease in degree-seeking students

Decrease in readmit applicants

Projected Enrollment 2012 2013 2014 2015 2016 2017 2018 2019 2020

Readmit Applicants

723 710 652 514 524 540 556 573 590

Enrolled 435 434 394 317 323 333 343 353 364

B. Retention/Completion Council KEIs

1. Advising: The Retention/Completion Council recommends that advising be included on faculty and staff advisors Performance and Planning Evaluation (PPE), specifically the inclusion of mandatory advising training for academic and staff advisors and the utilization of the adopted mandatory advising policy. Goal: Improve delivery of academic advising services Supporting Data: Gap in student expectation of advising and satisfaction of advising

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Supporting Data: Decreased faculty and professional staff attendance at Advisor

training

Supporting Data: Increase faculty participation in Starfish survey reporting. In spring

2016, faculty were solicited to respond to Starfish Alert System warnings 4 times during

the term. The percentage of faculty reporting during the 4 cycles ranged from 25.1% to

47.8%.

Supporting Data: Implement advisor use of advising notes function in Starfish. Faculty and professional staff advisors have requested a means of sharing advising notes with colleagues, so that when a student changes their major and moves from one advisor to another, advising notes can be shared. Starfish Alert System has this capacity.

2. Retention Data

Goal: Establish method for collecting disaggregated retention data

The Offices of Institutional Research and Student Affairs will prepare definitions of “non-returning” cohorts, determine which data elements are necessary to conduct an effective analysis of each cohort’s behavior, and assemble data reports for dissemination among enrollment management personnel. Cohort definitions can change depending

Noel-Levitz SSI Benchmark Data Targets

Fall 2011 Fall 2013 Fall 2015 Fall 2017 Fall 2019 Fall 2021

0.83 0.63 0.68 0.65 0.62 0.59

Advisor Training Attendance Targets

Fall 2017 Fall 2018 Fall 2019 Fall 2020

70% 80% 90% 100%

Starfish Alert Participation of Faculty Targets

Fall

2016

Spring

2017

Fall

2017

Spring

2018

Fall

2018

Spring

2019

Fall

2019

Spring

2020

50% 55% 60% 70% 80% 90% 95% 100%

Advisor Usage of Starfish Notes Targets

2017-2018 2018-2019 2019-2020 2020-2021

25% 40% 65% 80%

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upon availability of DSS and PeopleSoft data elements. The list below of non-returning student populations will be tracked beginning fall 2016:

Program Specific

Late Start

Late Registration

Online vs Traditional face-to-face retention rates

Retention rates based on student demographics (ACT scores, GPA, etc.)

Starfish (retention rates for students flagged)

Retention rates for student enrolled in developmental and/or co-requisite courses

3. Retention Support Goal: Improve the degree completion rates for populations identified once the disaggregated data noted above (Retention Data) is assembled. The MCC Office of Grants, Planning and Institutional Effectiveness is currently working with West Kentucky Community and Technical College (WKCTC) staff to determine if such disaggregation is possible, and if so, if the data available for disaggregation is not corrupt.

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MCC Recruitment/Marketing Council Strategies and Tactics

Goal 1: Increase high school senior yield

Strategy 1: Explore alternatives to traditional lunchroom visit

Lead Person: Janet Railey

Additional Staff: Aimee Wilkerson

Action Steps:

Action Step Description Timeline Responsible

1. Research best practices in traditional student / high school recruitment Summer 2016 Janet Railey

2. Adopt applicable best practices in traditional student / high school recruitment Fall 2016 Janet Railey

3. Establish school relationships outside guidance office Fall 2016 Janet Railey

Measurement:

Metric Frequency of Measurement

Reported to Expected Outcome Data Used Location

2016-17 high school recruitment visit schedule

bi-yearly Student Affairs Cabinet SEM Teams

fewer lunchroom visits; increased speaking opportunities

2014-15, 2015-16 recruitment schedule

Internal

number of applicants weekly Student Affairs Cabinet SEM Teams

5% increase in class of 2017 applications

PS applicant queries PeopleSoft

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Strategy 2: Identify factors that drive college choice


Additional Staff: Aimee Wilkerson, SEM Team

Action Steps:


1. Research national factors in student college choice Summer 2016 Janet Railey

2. Revise local college choice survey Fall 2016 Aimee Wilkerson

3. Distribute local college choice survey & assemble results Ongoing Janet Railey

4. Review survey results and identify areas for improvement and/or change Spring 2017 SEM Team

5. Implement changes to recruitment strategies, marketing planning Fall 2017 SEM Team

Measurement:



Local college choice survey distributed

yearly Student Affairs Cabinet

SEM Teams College Choice Report Survey results Internal

# of applicants weekly Student Affairs Cabinet

SEM Teams 5% increase in class of 2017

applications PS applicant queries PeopleSoft

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Strategy 3: Identify other high school / traditional student enrollment pipelines

Lead Person: Aimee Wilkerson

Additional Staff: Janet Railey, Temesia Perdue, Cris Crowley

Action Steps:


1. Identify area homeschool agencies & private schools Fall 2016 Janet Railey

2. Work with local community-based services offices to identify other target groups Fall 2016 Janet Railey Aimee Wilkerson Temesia Perdue

Cris Crowley

3. Develop recruitment events for special populations Spring 2017 Aimee Wilkerson

Measurement:

Metric Frequency of

Measurement Reported to Expected Outcome Data Used Location

Pipelines for other

traditional student

enrollments

established

Yearly Student Affairs Cabinet

SEM Teams

Increase in on- and off-campus

recruitment events for

alternative traditional students.

2014-15, 2015-16

recruitment schedule Internal

# of applicants Weekly Student Affairs Cabinet

SEM Teams

5% increase in class of 2017

applications

PS applicant queries PeopleSoft

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Strategy 4: Improve outreach with dual credit students


Additional Staff: Janet Railey, Sherry Hewell, Tiffanie Witt

Action Steps:


1. Meet as a group to identify opportunities for dual credit recruitment Spring 2017 Aimee Wilkerson

2. Solicit & assemble suggestions from high school counselors & instructors for dual

credit recruitment improvement

Spring 2017 Janet Railey

Tiffanie Witt

3. Identify dual credit enrollment benchmarks (2014, 2015, 2016) Spring 2017 Aimee Wilkerson

Measurement:



Benchmarks established

Yearly Student Affairs Cabinet SEM Teams

Benchmarks for future comparison established

Fall 2014, 15, 16 enrollment data

PeopleSoft

Data for fall 2017 planning assembled


Data for 2017-2018 planning assembled

Meeting notes recommendations from school officials.

Internal


Strategy 5: Improve outreach with parents of high school seniors


Additional Staff: Janet Railey, Martha Phelps

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Action Steps:


1. Identify best practices in working with parents of high school seniors Fall 2017 Aimee Wilkerson

2. Solicit & assemble suggestions from parents of high school seniors Ongoing Aimee Wilkerson Janet Railey

Martha Phelps

Measurement:

Metric Frequency of

Measurement


Data for fall 2017

planning assembled

yearly Student Affairs Cabinet

SEM Teams

Data for 2017-2018 planning

assembled

meeting notes

recommendations from

parents

Internal

Goal 2: Increase enrollment in MCC academic programs

Strategy 1: Identify strategies to direct “2nd chance” to other academic programs


Additional Staff: Amanda Skeen, Program Coordinators

Action Steps:


1. Identify academic program enrollment benchmarks (2014, 2015, 2016) Summer 2016 Aimee Wilkerson

2. Develop selective admission program requirement/timeline comparison Summer 2016 Aimee Wilkerson

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3. Identify selective admission program rejection processes Spring 2017 Amanda Skeen

4. Solicit & assemble suggestions from program coordinators Spring 2017 Aimee Wilkerson Program Coordinators

Measurement:



Benchmarks established yearly Student Affairs Cabinet SEM Teams

Benchmarks for future comparison established

Fall 2014, 15, 16 enrollment data

PeopleSoft


yearly Student Affairs Cabinet SEM Teams


meeting notes recommendations from program faculty

internal

Goal 2: Increase enrollment in MCC academic programs

Strategy 2: Emphasize MCC programs in recruitment activities


Additional Staff: Aimee Wilkerson, Program Coordinators

Action Steps:


1. Develop new program recruitment materials Summer 2016 Aimee Wilkerson

Program Coordinators

2. Work with program coordinators to identify program “talking points” Fall 2016 Janet Railey

3. Explore feasibility of program-specific mass mailings Fall 2016 Aimee Wilkerson

4. Emphasize MCC academic programs at recruitment events Ongoing Janet Railey

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5. Explore recruitment events for specific programs Spring 2017 Aimee Wilkerson

Program Coordinators

Measurement:



Recruitment materials, data assembled



recruitment materials & talking points

Internal

Goal 2:

Increase enrollment in MCC academic programs

Strategy 3: Market MCC programs as best in area


Additional Staff: Aimee Wilkerson, Program Coordinators

Action Steps:


1. Develop new program recruitment materials Summer 2016 Aimee Wilkerson Program Coordinators

2. Work with program coordinators to identify program and alumni successes Spring 2017 Aimee Wilkerson

3. Emphasize alumni employment/successes in fall 2017 recruitment push Summer 2017 Aimee Wilkerson

Measurement:



Recruitment materials, data assembled

yearly Student Affairs Cabinet SEM Teams


recruitment materials & alumni representatives

internal

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Goal 3: Explore skilled trade program options

Strategy 1: Determine skilled trade replacement need in service area

Lead Person: Aimee Wilkerson, Amanda Skeen

Additional Staff: SEM Team

Action Steps:


1. Work with area development districts to gather existing employment data Fall 2016 Aimee Wilkerson Amanda Skeen

2. Work with area employers to gather existing employment data Spring 2017 Aimee Wilkerson Amanda Skeen

3. Assemble and report area skilled trade training need to Academic Affairs Summer 2017 Aimee Wilkerson Amanda Skeen

Measurement:



Local employment data assembled

Yearly Academic Affairs Student Affairs Cabinet SEM Teams


Established development district data, anecdotal employer information

External

Goal 3: Increase number of adults returning to college

Strategy 1: Explore alternative non-traditional enrollments

Lead Person: Aimee Wilkerson, Cris Crowley

Additional Staff: Janet Railey, Martha Phelps

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Action Steps:


1. Research best practices in nontraditional student recruitment Summer 2016 Aimee Wilkerson

2. Develop non-traditional specific recruitment toolkit Fall 2016 Aimee Wilkerson Cris Crowley

3. Work with other departments to identify recruitment opportunities Ongoing Aimee Wilkerson Janet Railey, Cris Crowley

4. Work with other departments to identify alternative target groups (example: spouses of displaced workers, veterans)

Ongoing Aimee Wilkerson Janet Railey, Cris Crowley

Measurement:

Metric Frequency of


2016-17 community/business

recruitment visit schedule

bi-yearly Student Affairs Cabinet

SEM Teams

increased speaking opportunities targeting non-

traditional groups

2014-15, 2015-16 recruitment schedule

Internal

# of readmit applicants

weekly Student Affairs Cabinet

SEM Teams 3% increase in readmit

applications PS applicant queries PeopleSoft

Goal 3:

Increase number of adults returning to college

Strategy 2: Develop specific enrollment contacts for non-traditional

students


Additional Staff:

Janet Railey, SEM Team

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Action Steps:


1. Research current non-traditional recruitment & enrollment processes Fall 2016 Aimee Wilkerson Janet Railey SEM Team

2. Recommend change to simplify processes for non-traditional students Spring 2017 Aimee Wilkerson Janet Railey SEM Team

Measurement:

Metric Frequency of





meeting notes recommendations from program faculty

Internal

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MCC Retention/Completion Council Strategies and Tactics

Goal 1: Strategy 1:

Improve the delivery of Madisonville Community College’s academic advising services Re-establish the Advising Task Force

Lead Person: Cathy Vaughan

Additional Staff: Faculty representative from each academic division, transfer counselor, professional staff advisors, financial aid counselor, Institutional Effectiveness/Grants staff, and other staff as determined.

Action Steps:


1. Recruit task force members Fall 2016 Dr. Deborah Cox Dr. Jay Parrent

2. Create advisor/advisee communication plan Fall 2016 Advising Task Force

3. Implement communication plan Fall 2016 Advising Task Force

4. Develop a protocol for online advising Spring 2017 Advising Task Force

Measurement:



Advising communication plan implemented

Bi-yearly Academic Affairs Cabinet Student Affairs Cabinet SEM Teams

Increase in student satisfaction of advising

Noel-Levitz SSI survey results

Internal

Online advising protocol established

Each term Academic Affairs Cabinet Student Affairs Cabinet SEM Teams



Internal

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consistent with QEP objectives Noel-Levitz SSI: Academic Advising & Effectiveness Scale

Every 2 years Academic Affairs Cabinet Student Affairs Cabinet SEM Teams



Internal

CCSSE: advising items 4k, 4m, 13.a.1 & 13.b.1



CCSSE survey results Internal

Goal 1:

Improve the delivery of Madisonville Community College’s academic advising services

Strategy 2:

Create an advising training program

Lead Person: Cathy Vaughan

Additional Staff: Lori Johnson

Action Steps: Action Step Description Timeline Responsible

1. Student survey of advising expectations Fall 2016 Cathy Vaughan Lori Johnson

2. Provide advisor update training to faculty and professional staff advisors Fall 2016 Cathy Vaughan Lori Johnson

3. Research best practices in advising Fall 2016 Cathy Vaughan Lori Johnson

4. Develop advisor “Train-the-Trainer” model Fall 2016 Cathy Vaughan Lori Johnson

5. Provide “Train-the-Trainer” advisor training Spring 2017 Cathy Vaughan Lori Johnson

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6. Attend NACADA (National Academic Advising Association) Summer Institute to review/revise advisor training model

Summer 2017 Cathy Vaughan Lori Johnson

7. Provide updates to “Train-the-Trainer” faculty advisors Fall 2017 and Annually

Cathy Vaughan Lori Johnson

Measurement:



Percentage of full-time faculty and staff advisors trained

Yearly Student Affairs Cabinet Academic Affairs Cabinet SEM Teams

2017 /18 – 70% 2018/19 – 80% 2019-20 – 90% 2020/21 – 100%

Advisor training schedule Evaluation survey

Internal

Percentage of faculty & staff with advising training noted on individual PPEs

Yearly Supervisors 2017 /18 – 70% 2018/19 – 80% 2019-20 – 90% 2020/21 – 100%

PPE document Internal

Faculty & staff evaluation of training workshops

Each training Academic Affairs Cabinet Student Affairs Cabinet SEM Teams

Faculty & staff satisfaction with training

Evaluation results

Internal

CCSSE: advising items 4k, 4m, 13.a.1 & 13.b.1



CCSSE survey results Internal

Noel-Levitz SSI: Academic Advising & Effectiveness Scale




Internal

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Goal 1: Improve the delivery of Madisonville Community College’s academic advising services

Strategy 3: Adopt a mandatory advising policy

Lead Person: Advising Task Force

Additional Staff: Cathy Vaughan, Lori Johnson

Action Steps: Action Step Description Timeline Responsible

1. Develop a mandatory advising policy Fall 2016 Advising Task Force

2. Obtain Administration approval of advising policy Fall 2016 President’s Cabinet Dr. Deborah Cox Dr. Jay Parrent

3. Implement mandatory advising policy Fall 2016 Dr. Deborah Cox Dr. Jay Parrent

4. Begin discussion to re-establish a system for evaluating advising Fall 2016 Advising Task Force Processes & Procedures of

Performance Review representative

5. Obtain Administration approval of advising evaluation Spring 2017 President’s Cabinet Dr. Deborah Cox Dr. Jay Parrent

6. Implement advising evaluation tool Fall 2017 Office of Grants, Planning & IE

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Measurement:



Policy established by President’s Cabinet

N/A Academic Affairs Cabinet Student Affairs Cabinet SEM Teams

Policy enforced N/A Internal

Goal 1: Improve the delivery of Madisonville Community College’s academic advising services

Strategy 4: Utilize Starfish advising function and notes

Lead Person: Abby McGregor-Mullen

Additional Staff: Faculty and Staff Advisors

Action Steps:


1. Provide Starfish survey training Fall 2016 Abby McGregor-Mullen

2. Identify division faculty to attend Starfish training Fall 2016 Dr. Deborah Cox Dr. Jay Parrent

3. Provide Train-the-Trainer session for Academic divisions Spring 2017 Abby McGregor-Mullen Lori Johnson

Cathy Vaughan

4. Include Starfish in advising training Spring 2017 Abby McGregor-Mullen Lori Johnson

Cathy Vaughan

5. Faculty and professional staff advisors note use of Starfish on individual PPEs Spring 2017 All Advisors

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Starfish training conducted for faculty & professional advising staff

Yearly Academic Affairs Cabinet Student Affairs Cabinet SEM Teams

Increased usage of Starfish Results of training evaluation

Internal

Starfish training noted on individual PPEs

Yearly Chief Academic Officer Chief Student Affairs Officer Division Chairs

Increased usage of Starfish N/A Internal

Goal 2: Establish better system of collecting and disseminating disaggregated

retention data across the college.

Strategy 1: Establish retention benchmarks by specific student populations.

Lead Person: Lori Johnson, Chair-Retention Committee, Institutional Effectiveness unit

Additional Staff: Retention Committee, Cathy Vaughan

Action Steps:


1.Train IE staff on data collection Summer 2016 Office of Grants, Planning & IE

2.Develop definitions of specified populations Fall 2016 Office of Grants, Planning & IE

Retention Committee

3.Train data entry staff on application entry to capture definition data Fall 2016 Enrollment Center Staff

4.Begin tracking populations specified Fall 2016 Office of Grants, Planning & IE

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Measurement:

Metric Frequency of


IE staff completes DSS training with WKCTC IR Coordinator

By fall 2016 term Student Affairs Cabinet SEM Teams

Capacity to disaggregate DSS student population data

Disaggregated student population data

DSS

PeopleSoft

Data collected as required for periodic review


Collection of data on identified populations

Disaggregated student population data

PeopleSoft

Goal 3:

Improve the degree completion rates for populations identified as a result of

availability of disaggregated data (Goal #2, above)

Strategy 1: Create a Retention Committee

Lead Person: Lori Johnson, Chair – Retention Committee

Additional Staff: Representatives from faculty, Enrollment Center, Business Office, Financial

Aid and Institutional Effectiveness

Action Steps:


1. Establish Retention Committee Summer 2016 Dr. Jay Parrent

2. Identify charge of committee Fall 2016 Dr. Jay Parrent

Retention Committee

3. Develop a plan for working with specified populations identified in Goal #2 Fall 2016 – Spring 2017 Retention Committee

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Measurement:

Metric Frequency of


Committee established Yearly President’s Cabinet SEM Teams

Committee members identified & appointed

N/A Internal

Graduation rate by population


Improved graduation rates by population

KCTCS Decision Support System (DSS) data

Internal

Retention rate by population


Improved retention rates by population

DSS data Internal

Goal 3: Establish retention support programs for designated populations identified in Goal #2

Strategy 2: Hire/Reassign 1.0 FTE Retention Coordinator

Lead Person: Dr. Jay Parrent

Additional Staff: Retention Committee

Action Steps:


1. Identify 1.0 FTE personnel Fall 2016 Dr. Jay Parrent

2. Obtain administrative support and buy-in for position Fall 2016 President’s Cabinet

3. Establish Retention Coordinator Responsibilities Fall 2016 Dr. Jay Parrent

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Measurement:

Goal 3:

Improve the degree completion rates for populations identified as a result of availability of disaggregated

data (Goal #2)

Strategy 3: Design retention support programs based upon need

Lead Person: Retention Coordinator, Lori Johnson – Chair, Retention Committee

Additional Staff: Retention Committee

Action Steps:


1. Identify best practices for retention strategies Fall 2016 Retention Coordinator

Retention Committee

2. Identify personnel responsible for plans Spring 2017 Dr. Jay Parrent

3. Adopt retention support programs Spring 2017 Dr. Jay Parrent

Dr. Debbie Cox

4. Pilot retention support program Spring 2017 Retention Committee



Position established N/A President’s Cabinet Position filled N/A Internal

Job description developed & position filled

N/A President’s Cabinet Position filled N/A Internal

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Measurement:



Support programs developed


Programs piloted spring 2017

Data collected from 2017 launch & used for 2017-2018 planning

Internal

Support programs enhanced


Piloted programs reviewed & improved

Internal

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