KENTUCKY COMMUNITY & TECHNICAL COLLEGE SYSTEM KCTCS is an equal opportunity employer and education institution. A STRATEGY FOR SUCCESS 5-Year SEM Plan to Increase Student Enrollment & Retention at Somerset Community College This report developed by the SEM Teams at SCC, Tracy Casada, chair Recruitment Team: Cindy Clouse and Stuart Simpson, co-chairs Retention Team: Trent Pool and Elaine Kohrman, co-chairs
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KENTUCKY COMMUNITY & TECHNICAL COLLEGE SYSTEMKCTCS is an equal opportunity employer and education institution.
A StrAtegy For SucceSS5-Year SEM Plan to Increase
Student Enrollment & Retentionat Somerset Community College
This report developed by the SEM Teams at SCC, Tracy Casada, chair
Recruitment Team: Cindy Clouse and Stuart Simpson, co-chairsRetention Team: Trent Pool and Elaine Kohrman, co-chairs
Table of Contents
Introduction ....................................................................................................................................2 SCC Strategic Plan ........................................................................................................................3 SEM Teams.....................................................................................................................................4 Headcount/FTE Data .....................................................................................................................5 Recruitment Goals ................................................................................................................... 6-16 Retention Goals ...................................................................................................................... 17-26
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SOMERSET COMMUNITY COLLEGE
STRATEGIC ENROLLMENT MANAGEMENT PLAN
2016
Somerset Community College (SCC) is one of sixteen colleges that make up the Kentucky
Community and Technical College System. Opened in 1965 and accredited by the Southern
Association of Colleges and Schools Commission on Colleges (SACSCOC), our goal is to
prepare students for successful transfer to Kentucky four-year colleges or for immediate entrance
into fulfilling careers. The College serves the south central region of Kentucky and offers a wide
variety of one and two year programs to meet the needs of students, employers and the
community. Currently, approximately one half of SCC’s enrollment is in A.A. degree and A.S.
degree transfer programs, with the remainder of the enrollment in A.A.S. degree programs,
offering degrees, diplomas, and certificates within the applied technologies. SCC has six
locations in six counties dedicated to providing a quality learning experience for students in all
fields of study. Our locations include the Somerset Campus, Laurel Campus, McCreary Center,
Clinton Center, Russell Center and Casey Center. In addition, SCC provides dual-credit courses
at several high school sites. In addition to our multiple locations, we serve students from
counties across the state and in other states.
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SCC 2016-22 Strategic Plan: Vision, Values, and Goals
Vision To be recognized as a world-class college educating a globally competitive workforce.
Values Flexibility and innovation Quality and excellence Openness and accountability Continuous improvement Data- and outcomes-driven decision-making Inclusion, equity, respect, and global diversity Balance, collaboration, and teamwork
Goals Raise the level of educational attainment in the Commonwealth by positioning SCC as
the accessible, affordable, and relevant postsecondary education choice for area students. Increase access and success for all SCC students, particularly among traditionally
underserved populations. Develop clear pathways through all levels of postsecondary education with an emphasis
on experiential learning that lead to successful employment outcomes for SCC graduates. 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 SCC graduates.
SCC MISSION
The mission of Somerset community college is to improve the employability and quality of life of area citizens as the primary provider of:
• college and workforce readiness • transfer education • Workforce education and training • associated student support services
Somerset community college, a member of the Kentucky community and technical college System, is a public associate degree granting institution serving the south central region of Kentucky.
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§ College Executive Team/ SEM Steering Committee
Dr. Tony Honeycutt, Provost
Jill Meece, Interim Chief Business Officer
Dr. Clint Hayes, Director of the Office of Institutional Effectiveness and Research (OIER)
Cindy Clouse, Director of Advancement (includes Marketing and Recruiting)
Linda Bourne, Associate Dean for Distance Learning
Christy Adams, Sr. Admissions Advisor/Contact Center Supervisor
Overall Enrollment Target: Current fall enrollment for 2015 was 6410. Our enrollment goal for Fall 2016 is 6620 and SCC plans to grow to 7026 by Fall 2020.
Recruitment Goal 1: In Fall 2016, SCC plans to grow enrollment to 6620 which is 210 students over Fall 2015 of 6410. Beginning in 2017, increase enrollment by 1% for Fall 2017 and Fall 2018 and then by 2% for 2019 and 2020.
Increase enrollment of direct entry high school graduates from the college’s main service area from 584 to 647 in Fall 2016 and to 687 by 2020. The main service area includes 20 high schools in 15 counties. The counties include Adair, Casey, Clay, Clinton, Cumberland, Jackson, Knox, Laurel, Lincoln, McCreary, Pulaski, Rockcastle, Russell, Wayne, and Whitley.
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*Enrollment growth may need to be reevaluated each fall semester
Strategy A: Increase communication to prospective students in high school.
Direct more marketing efforts toward high school students before the fall and spring semester each year
Begin October 2016 for Spring 2017 semester
Cindy Clouse Participate in KCTCS Purl Drop and use ACT list or other high school lists to mail marketing materials twice a year to seniors. Possibly do something in November for application month and dual credit list
$1,000 for materials and mailing
Increase use of social media to attract additional high school students
Begin implementing Fall 2016
Cindy Clouse Implementation of Instagram, text messaging, and increased use of digital and Facebook advertising
$500
Website redesigned to focus on prospective students
Spring 2017 Kate Smith and system office
Website’s homepage tells potential students “What SCC Can Do For You!”
No additional cost
Send SCC car sticker or some other small gift with acceptance letters
Spring 2017 Allison Horseman, Cindy Clouse and Stuart Simpson
Research and decide on simple, attention-getting, easy to mail gift to send to newly enrolled students
$1000
Increase number of sporting events and activities sponsored by SCC in the 20 highlighted high schools
Fall and Spring 2016
Cindy Clouse, Holly Bowers and Donnia Vanschoyck
Sponsor at least four (4) sporting events and/or activities at the schools
$4,000
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Explore the possibility of having SCC materials available in high schools
Begin Fall 2016 Cindy Clouse, Holly Bowers and Donnia Vanschoyck
Contact each school and set up a print material display at all schools who give us permission
$2,000
Strategy D: Cultivate relationships with school administrators and guidance counselors.
Plan annual luncheon for school administrators on Somerset and Laurel campuses
Begin Spring Semester 2017
Cindy Clouse, Tracy Casada, and Linda Bourne
Hold small luncheon on each campus and provide administrator with information on value of SCC
$3,000
At least once a year, take an appreciation gift to guidance counselors in the 20 highlighted high schools
Fall 2016 semester
Cindy Clouse, Holly Bowers and Donnia Vanschoyck
Schedule a visit with each guidance counselor and give gift. Also, discuss value of SCC and ways SCC might get additional enrollees from individual schools
Establish a faculty/staff recruitment team who can assist recruiters at schools and community events
Begin Fall Semester 2016
Holly Bowers, Donnia Vanschoyck and Melissa Winstead
Selected team members can handle events independently of recruiters Name of selected group: SCC Champions or Advocates
$500 Name tags, SCC shirts
Establish a “One Stop Shop” on the Somerset and Laurel campuses where students go and assistance is all in one location
Begin serving students in January 2017
Tony Honeycutt & Tracy Casada
Work with all student service departments to implement change and cross train employees
Space redesign, construction and signage
Establish an online “Welcome Center” with a customer service representative
Begin serving students in March 2017
Tracy Casada Online center available for students to text, email or live chat
No cost
Divisions and departments will establish tactics to meet college recruitment goals
Begin Fall 2016
Deans, associate deans and department supervisors
Report monthly to Leadership Team on what each division or department has done toward the recruitment goals
No cost
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Recruitment Goal 2: In Fall 2016, SCC plans to grow enrollment to 6620 which is 210 students over Fall 2015 of 6410. Beginning in 2017, increase enrollment by 1% for Fall 2017 and Fall 2018 and then by 2% for 2019 and 2020.
Increase enrollment of non-traditional students age 25-49. The gain will increase enrollment of non-traditional students age 25-49 from 2563 to 2588 in Fall 2016 and to 2747 by 2020.
Strategy A: Build enrollment through community partners
Identify students who only need a few additional credit hours at SCC for a credential
Begin October 2016
Paula Latham and Cindy Clouse
A list of these potential future graduates is provided to recruiters
No cost
Communicate with students who only need a few additional credit hours to receive a credential
Begin October 2016
Christy Adams and Cindy Clouse
Contact these potential graduates with information about SCC twice during the year.
Printing and postage costs
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Retention Goals
Retention Goal 1: Increase student retention in each academic division by 1-2% per annum based on census data from fall to fall semesters over 5 years.
Strategy A: Improve retention through existing student services and develop additional innovative programs.
Tactic Time line Person(s) Responsible
Measure Cost
Divisions and departments will establish tactics to meet college retention goals.
Begin Fall 2016
Deans, associate deans and department supervisors.
Report monthly to Leadership Team on what each division or department has done toward the retention goals.
$0
Obtain Financial Aid Data from Fall to Fall and Fall to Spring to determine its impact upon retention. 1. Use Financial
Aid and DSS data to identify student groups by packaged or in process and contact them
2. Track student enrollment to monitor retention
3. Target any student groups identified by OIER who show retention issues related to financial aid.
Begin Fall 2016 August 2016 Ongoing from Fall 2016 Ongoing from Fall 2016
Patrick Mayer and OIER
Use data to identify student retention issues related to financial aid. Track students over time. Increase student retention through interventions aimed at the Financial Aid eligible population. (percentage)?
$0
Create a more responsive advising system. 1. Revamp advisor
assignment process.
Implement for students entering spring 2017.
Admissions and Deans/Associate Deans
List of advisees will be delivered to Admissions and CARE Advisors.
$0
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2. Define roles and responsibility of faculty advisor.
3. Identify faculty members who will commit to expanded responsibilities of advising.
4. Each new and returning student will be assigned fulltime advisor and faculty/program advisor.
5. Full-time and faculty advisors will share responsibility of tracking and documenting student progress.
6. Advisors will advise in a centralized location.
Increase faculty utilization of Starfish early alert system. Implement protocol for STARFISH use. 1. Submit schedule
for progress surveys to system administrator.
2. Require faculty to complete progress surveys.
3. Add STARFISH flag tracking/clearing
Begin Aug 1,
2016
Complete training prior to first progress survey. Report Jan 1, 2017
Deans/Associate Deans
Increase STARFISH progress survey completion by 5%. (Baseline=average % completion since STARFISH implementation 48%) Monitor and create baseline for flag clearance. Compare lists of students with negative indicators with grades at end of semester. STARFISH reports distributed to supervisors
$0
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to responsibilities of faculty advisor.
4. Provide supervisors with STARFISH reports at end of semester.
List of faculty completing tracking and flag clearing PD distributed to supervisors.
Strategy B: Utilize direct marketing techniques to improve semester to semester and year to year retention.
Tactic Time line Person(s) Responsible
Measure Cost
Increase student awareness of registration dates. 1. Encourage
faculty and staff to announce the enrollment period for summer, fall and spring is open at the beginning of class sessions and at student-oriented meetings.
2. Faculty and advisors should also be encouraged to utilize e-mail, Bb, phone, text, etc. as a means of notifying students.
Announce at Convocation August 5, 2016. Students notifications begin mid-September. Announcements and follow-up reminders sent periodically Oct 1 through last day of class.
Dean/Associate Dean and Provost
Divisions/departments will document discussions through meeting minutes.
$0
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Utilize student organizations by building upon activities hosted by SGA, Ambassadors, Club Presidents, Mentors, etc. to promote SEM tactics in meetings, club activities, classes, cookouts, etc.
Dean Will Report To Dr. Honeycutt and Dr. Hayes
$0
Host events that encourage early registration and retention. Examples include summer events (cookouts, picnics, etc.); tie-ins with existing events (Derby Daze), and events in October and March, etc.
Dean/Associate Dean Will Report To Dr. Honeycutt and Dr. Hayes
$0
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Strategy C: Provide professional development opportunities to all faculty but specifically targeting “low performance” courses with regards to student completion and success.
Tactic Time line Person(s) Responsible
Measure Cost
Use Data provided by OIER to target specific “at risk” courses to allow focused professional development/interventions. 1. Identify courses with
low retention and success rates
2. Disperse the list to Deans and Associate Deans
3. Deans and Associate Deans work with faculty to make improvements/identify issues in affected courses.
4. Faculty alter or make changes to courses to help with retention efforts.
5. Course retention and Success levels are compared before and after the changes.
Begin Summer 2016 August 2016 August 2016 August 2016 Fall 2016 End of Fall 2016
OIER, Deans and Associate Deans, Faculty
“At risk” course list produced. List dispersed to appropriate Dean/Associate Dean Dean/Associate Deans discuss possible changes to courses/issues Courses are modified Success levels are compared to original courses
$0
Provide student retention activities / professional development for faculty and staff. 1. Offer Advisor training
on STARFISH, AdvisorTrac, and PeopleSoft.
2. Assign advisees to program advisor as well as staff advisor.
3. Utilize AdvisorTrac to monitor student contacts with advisors.
4. Probationary students will be contacted by their assigned advisors.
Fall semester 2016
Dean/Associate Dean
Protocol for advisor assignments will be revised and implemented. PD offerings will be provided and videotaped.
$0
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Strategy D: Take steps toward making the campus more “student friendly” and provide opportunities for student engagement and involvement while providing easy access to information that may affect retention.
Tactic Time line Person(s) Responsible
Measure Cost
Cultivate a culture of student service among all faculty and staff 1. Create buttons
to show students where to get help.
2. Customer service training to ALL employees.
3. Hire mystery shoppers to identify problems in all areas of the college.
May 2017 Deans/Associate Deans and Cindy Clouse Pres. Dr. Marshall, Prov. Dr. Honeycutt
Division meetings Reports from mystery shoppers
$500
Develop a Student Community Services Contact List for student support issues such as transportation, child daycare assistance, mental health services, etc. 1. Compile
existing contact lists from Allied Health, TRIO, CARE, etc.
2. Look for and fill in gaps in contact lists.
List compiled by December 2016. List posted on website, linked to Starfish and distributed to faculty/staff by January 2017.
Christy Adams Will Report To Tracy Casada
List is comprehensive and accessible to all students, faculty and staff.
Printing cost of list
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3. Post list on SCC website, link to Starfish and distribute to all faculty and staff.
Create a common, uniform Blackboard site so that students could more easily and uniformly access information in all online classes.
Prior to Fall 2016 semester
DeAnna Proctor Will Report To Dr. Honeycutt and Dr. Hayes
Create course shell Review with faculty focus group Review with student focus group Meet with faculty to implement course shell
$0
Create and advertise to students 1 hour “Facts on Fridays” info sessions for each program. Health science programs provide info on how to be competitive and what if I don’t get admitted…then what??
Fall 2016 Deans/Associate Deans Will Report To Dr. Honeycutt and Dr. Hayes
Maintain lists of students who attend, and a list of those students who change their major as a result of the info session.
No Cost
Retention Goal 2: Increase the percentage of students receiving a credential by 1% per annum over the course of the academic year. Note that the value represents AA, AS and AAS, but also includes Certificates and Diplomas.
Strategy A: Increase credential completion through increased monitoring of student progress.
Tactic Time line Person(s) Responsible
Measure Cost
Identify a means for advisors to track credit hours for students who are nearing the completion of a degree 1. Using DSS
information contact students
Implement Fall 2016
Dean/Associate Deans and OEIR
Maintain list of students contacted.
$0
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with 45 or more hours.
2. Advisors and faculty work collaboratively to contact students through enrolled classes.
3. Develop completion plan.
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Strategy B: Create clearly defined pathways to facilitate on-time completion and opportunities for alternate pathways for students who are not chosen in selective admissions programs.
Tactic Time line Person(s) Responsible
Measure Cost
Explore developing new educational/technical programs for students not admitted to existing programs, but who have sufficient credits to be considered for other programs. 1. Confer with
Workforce Solutions for industry needs for non-competitive programs.
2. Investigate transfer pathways for new program opportunities.
3. Use KCTCS course catalog to explore programs not currently offered at SCC.
4. Analyze cost, ROI, and gainful employment expectations of new programs for feasibility.
New programs investigated and feasibility/need determined by May 2017.
Deans/Assoc. Deans Will Report To Dr. Honeycutt
Report on possible new programs is complete with cost, ROI, and gainful employment expectations of new programs analyzed.
$0
Consider development of meta-majors (AA/AS/AAS) for students in similar fields (example: allied health fields).
Meta-majors investigated and efficacy determined by December 2016.
Deans/Assoc. Deans Will Report To Dr. Honeycutt
Report on meta-majors completed with expected benefits and barriers analyzed.
Possible visit to Florida CC system or TN
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1. Investigate meta-majors used at other community colleges.
2. Analyze barriers and benefits.
3. Determine efficacy of meta-majors.
4. Decide whether or not to implement.
Decision for implementation of meta-majors made by December 2017.