Strategic Enrollment Management Planning Process · Strategic Enrollment Management: Strategic Goals, Strategies and Action Steps 2016 – 2019 A Strategic Enrollment Management Plan

1 | P a g e o f 2 9 Last edited on 9.28.16 KRW

Strategic Enrollment Management Planning Process

President Dr. Merrill L. Irving, Jr., and Vice President for Academic and Student Affairs Dr.

Lisa Larson initiated the process for a Strategic Enrollment Management (SEM) Plan in an effort

to increase enrollment to meet the college’s vision of embracing “quality and innovation in a

career and technical education, workforce development, and lifelong learning.” The Plan and

work to follow has been and will be done with the college’s mission at the core;

“to provide excellence in career and technical education for employment and advancement in an

ever-changing global environment.”

With the help of the Strategic Enrollment Management Committee the college has explored both

internal and external data that includes enrollment trends, student demographics, persistence and

completion rates, course scheduling, and saturation rates, workforce trends, and population

growth. This exploration led to the determination that the recruiting of new students is a core

element of any strategic enrollment management plan, however, it is not simply about growing

new enrollment. Data also demonstrates the importance of strategic efforts to increase

persistence and completion, and the development of current programs and creation of new

programs aligned with industry needs and trends. Hennepin Technical College’s (HTC) SEM

Plan has students and their success at its core.


Key Characteristics and Trends

External Environment

Hennepin Technical College’s external environment is characterized by the factors and trends of

the cities and service areas in which the two campuses reside, Brooklyn Park, Eden Prairie, and

surrounding cities (and counties). Characteristics including populations, educational institutions,

business and industry, and other organizations define the needs of our communities and help

define our response to those needs.

To assess the influence of the external environment, HTC looks at data from the State

Demographic Center and other government data sources, meets with local chambers of

commerce and industry leaders, employers, community partners, K-12 schools and other

educational partners. Relevant characteristics and data are summarized below.

Population

According to the Minnesota State Demographic Center all counties in the HTC service area

have seen population growths between 2000 and 2012, with particularly strong growth in

Carver, Scott, Sherburne, and Wright counties. Projections indicate continued growth. While

Hennepin County has not seen a huge increase of population the demographics of the county

have increasingly changed.

Brooklyn Park

Brooklyn Park is the 6th largest city in Minnesota. The city’s gender distribution is 50.1%

male and 49.9% female. The median age is 32.

1Brooklyn Park is a majority-minority suburb with over 50% of the population representing

communities of Africans (from Kenya, Liberia, Somalia, and other countries), African

Americans, Hmong, Vietnamese, and Latinos. One fifth of its population were born outside of

the United States, with 9% from Africa, 8% from Asia, and 4% from Latin America. One

fourth of the population speaks a language other than English at home. Hmong was the

number one language, other than English, in Osseo Independent School District (ISD) 279 and

Anoka-Hennepin ISD 11, while Spanish was number one in Robbinsdale ISD 281. Top

1 Sources: 2010 US Census Bureau, American Community Survey, Metropolitan Council

Community Profiles, Minnesota Population Projections, Minnesota Department of Education,

Primary Home Language Totals, and City of Brooklyn Park


languages spoken in the city, other than English, include Hmong, Spanish, Vietnamese and

various African languages. The median household income is $62,656, and the percentage of

persons living in poverty is 12.8%.

Eden Prairie

Eden Prairie is the 12th largest city in Minnesota. The city’s gender distribution is 48.5%

male and 51.5% female. The median age is 37.6, with 73% of the city’s residents 18 years of

age or older.

2Eden Prairie’s population is 81.7% white, 5.6% black/African American, 9.2% Asian, 3%

Hispanic/Latino, and less than 1% American Indian/Alaskan native and Native

Hawaiian/Pacific Islander. The most widely represented minority communities in Eden

Prairie are Somali, Hispanic and Mexican, Asian Indian, Chinese, and Vietnamese. Eden

Prairie’s population born outside of the United States is 13.9%, with 60% from Asia, 15%

from the Americas, 12% from Africa, 12% Europe, and 1% Pacific Islander. Nearly one fifth

of the population speaks a language other than English at home. Somali was the number one

language spoken, other than English, in Eden Prairie ISD 272, followed by Spanish, Bengali,

Chinese Mandarin, and Vietnamese. Top languages spoken in the city, other than English,

include Spanish, various African and Asian languages, Chinese and Hindi. The median

household income is $95,697, and the percentage of persons living in poverty is 5.2%.

Education

The State of Minnesota has always valued education. With tightening resources along with

shifting attitudes toward accountability for educational services and outcomes, Minnesotans

and others around the country are taking a closer look at who is teaching, what is being taught,

test scores, graduation rates or job placement statistics. Developing systems for collecting,

analyzing and reporting this data has become a priority.

At the Minnesota State Colleges and Universities (MnSCU), Charting the Future is an effort

to provide this transparency while looking for ways to more effectively utilize resources

among the 31 colleges and universities on 54 campuses in 47 communities.

2 Sources: 2010 US Census Bureau, American Community Survey, Metropolitan Council

Community Profiles, Minnesota Population Projections, Minnesota Department of Education,

Primary Home Language Totals, and City of Eden Prairie


Charting the Future endeavors to work smarter as MnSCU deals with constrained resources and

changing demographics. It strives to improve access to education, better utilize resources,

increase affordability and better serve students. Strategies could include the sharing of services

and leveraging the size of the system to negotiate with suppliers for better prices. Or making

courses more easily transferable among MnSCU schools. Hennepin Technical College is a

partner in this strategic effort.

An external review has also pointed to the lack of knowledge and value regarding career and

technical education. This is evident during outreach activities at high schools and with

younger populations. The younger populations are being directed and encourage to attend

four-year universities. In addition, HTC’s student’s average is 30 years old. Many adult

learners discover HTC after they have entered the workforce.

Economic and Financial Trends

A highly educated workforce has been one of the hallmarks of Minnesota’s economic success.

With a large share of the population aging out of the workforce, there is a growing need for

increased education and training. High tuition costs can be a barrier to the good jobs that higher

education and training can bring. With that said, HTC focuses its mission on job training while

tuition and fees have remained flat since 2012, and will see a 1% decrease in the 2016-2017

academic year.

Research shows that employment and unemployment rates, much more than the number of

high school graduates or other population trends, are the biggest factors driving enrollment for

community and technical colleges. A 2015 study by Post-Secondary Analytics

(https://www.insidehighered.com/views/2015/08/27/unemployment-rate-community-college-

enrollments-and-tough-choices-essay) reveals that unemployment can inversely impact trends

in College enrollment – in times of high unemployment, college enrollment increases and

when unemployment is low and jobs are more plentiful, college enrollment decreases.

All seven counties in the metro area have seen gains in employment from 2010 – 2014 led by

Hennepin County which accounted for 40% of the state’s total job growth during this time.

As of April 2015 the unemployment rate for the state of Minnesota was approximately 3.7%

(Bureau of Labor statistics), 2.8% in Eden Prairie and 5.3% in Brooklyn Park. According to

the Minnesota Management and Budget (MMB), both employment and total wage income

growth are expected to remain modest in 2016 and 2017. Communities of Color experience

higher rates of unemployment.

Business and Industry


Minnesota is known for its strong, diverse economy, low unemployment, and a highly skilled

and educated workforce. The metropolitan areas and counties that surround and support HTC

provide a diverse variety of industries and employers. The complexion of employment is varied

with a mix of services, medical, financial, trade, retail, manufacturing and government.

The Twin Cities economy is projected to grow 7.6% from 2012 to 2022, a gain of 132,608 jobs.

The largest and fastest growing job categories are expected to be in healthcare, social assistance,

professional and technical services, construction, administrative. Declines are expected in

manufacturing, information, agriculture, warehousing, utilities and waste services. The vast

majority of businesses in the Twin Cities are small businesses.

Internal Environment

The Strategic Enrollment Management Committee and workgroup reviewed internal

characteristics that make up the college’s student demographics, enrollment, course, and

programs.

Hennepin Technical College’s student population is largely made up of part time (82%) students.

The race/ethnic demographic makeup is 53% white and 42% students of color. Black/African

American’s are the largest ethnic group (23%) at HTC, followed by Asian (8.9%), and 5.8% of

the student body is Hispanic/Latino (College At a Glance 2015). With over 60% of HTC’s

students being underrepresented (a student of color, Pell eligible, and/or a first generation college

student) many lack the ability to successfully navigate the college landscape. In addition, many

students place into developmental courses and extend their time spent at the college or

discontinue their education.

In general, students at HTC come from the local area. The top ten zip codes of students are no

more than 25 miles from either campus. Brooklyn Park students tend to live closest to campus

while Eden Prairie students are the students that live in the range of 20-25 miles from campus in

cities such as Chaska and Shakopee. In the last four years the top feeder high schools are Osseo,

Park Center, Champlin Park, Eden Prairie, Robbinsdale, Shakopee, and Chaska. We have

experienced a steady increase of students from Chaska High School over the last four years.

On average over the last ten years approximately 44% of our students are new to HTC each year

and 56% are returning students. While returning students make up more than half of our student

body each year, only 52% of those students return from year to year. A higher rate of students do

better in face-to-face courses than they do in online courses. When we break down the student

success rate by race/ethnicity our biggest disparities are between our black and white students in

all class types—online, face-to-face and blended.


Courses offered at HTC vary from face-to-face, online, and blended. Over the last several years

HTC has experienced gradual increase of online courses being offered. As of 2015, 63% of our

course are offered during the day (before 3 p.m.), 31% at 3 p.m. or after, and 6% of our courses

are offered on the weekend (MnSCU EPM11/Management Report).

Strategic Enrollment Management: Strategic Goals, Strategies and Action Steps

2016 – 2019

A Strategic Enrollment Management Plan is a systematic road map for enrollment efforts that

incorporates college-wide input and initiatives focused around new enrollment growth,

persistence and completion, and program development. Goals, directions, strategies, and action

steps to maximize return on investment are incorporated into the SEM plan. SEM considers the

cycle of a student from prospect through alumni to best leverage growth. This comprehensive

enrollment management plan is college-wide in scope, strategic in design and pragmatic in focus.

During this academic year (2015 – 2016) the SEM committee and workgroup identified three

driving pillars of the SEM Plan. In collaboration with college leadership an initial plan has been

drafted. The SEM committee engaged college-wide (faculty, staff, and students) feedback about

the goals, strategies, and action steps and input was incorporated into the Plan.

Over the next three years (2016 – 2019) the three goal areas of focus for increasing enrollment

are:

• Drive Enrollment: Increase New Student Enrollment

• Drive Student Success: Increase Persistence and Completion

• Drive Programs: Capitalize on Industry Growth and Maximize Program Opportunity

These three goal areas have overall directions, strategies, and action steps. Recognizing that

increasing enrollment is a college-wide effort, these directions, strategies and action steps will be

used to create specific measurable goals in program areas and departments that align with the

directions. The Plan is intended to be a living document that will track progress, evaluate

directions, and be revised as necessary. Those identified as “Responsible” in the plan will

provide regular updates on the progress of the Plan.

The SEM Plan is also aligned with Vision 2020, the Master Academic and Student Affairs Plan,

as well as the MNSCU Strategic Directions.


HTC is committed to providing quality education and job placement in high demand industries.

We are driven by our mission, vision, and values.

MISSION VISION & VALUES

OUR MISSION

To provide excellence in career and technical education for employment and advancement in an

ever-changing global environment.

OUR VISION

Embracing quality and innovation in career and technical education, workforce development,

and lifelong learning.

OUR VALUES

Trust, Integrity, Pride, Passion, Respect. Collaboration, Innovation, Continuous Improvement,

and Diversity that Foster Quality.

HTC Learner Outcomes

Skills and Competencies for successful employment that are demonstrated by all HTC students

at the time of graduation:

Oral and Written Communication

Critical Thinking and Problem Solving

Technological Literacy

Mathematical and Scientific Reasoning

HTC Learner Values

Values and attitudes that help make successful employees:

Professionalism

Cultural and Global Awareness

Safety & Environmental Responsibilities

Leadership and Self-Direction

Creativity and Innovation

Ethical and Social Responsibility

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Last edited on 6.15.16 KRW

Three driving pillars of the Strategic Enrollment Management Plan

1. Drive Enrollment: Increase New Student Enrollment

2. Drive Student Success: Increase Student Persistence and Completion

3. Drive Programs: Capitalize on Industry Growth and Program Opportunity

Drive Enrollment: Increase New Student Enrollment—Overall goal is to increase enrollment by 1% by the end of FY19

Increase prospect to applicant conversion rate and applicant to enrolled conversion rate

1.1 Strategy: Improve tracking process of prospects through admissions application

Action Steps Responsible Person Timeline Resources Progress

1.1.1 Improve the quality

of inquiry documentation

(prospects)

Marketing

Admissions and

Outreach

Registrar

1.1.2 Improve

Communication plan to

future students (prospects)

Dean of Enrollment

Services

Registrar

Assistant Director of

Admissions

Process Analyst

1.1.3 Develop a targeted

plan to communicate to

students who completed

the FAFSA and ACT’s

and have not yet applied

to HTC

Dean of Enrollment

Services

Registrar

Assistant Director of

Admissions

1.1.4 Create interest tool

for outreach to help

Marketing

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collect inquiries and

eliminate data entry errors

Admissions and

Outreach

Process Analyst

Faculty

1.1.5 Create a virtual tour Marketing

Dean of Enrollment

Faculty and Students

1.1.6 Pursue

customization of college

application (student goals

for attending HTC)

Dean of Enrollment

Services

Registrar

Process Analyst

1.1.7 Revise the

application process based

on process mapping and

documentation

Dean of Enrollment

Services

Registrar

Process Analyst

1.1.8 Ensure students have

appropriate major and

accurate student major is

declared

Advisors and Counselors

1.1.9 Track outreach

efforts and use website

data analytics to track

effectiveness and adjust

where necessary

Enrollment Services

Admissions and

Outreach

Marketing

Technology Services

Target Outreach and Marketing

1.2 Strategy: Create Target Market Campaigns


1.2.1 Display brand

awareness ads to

Marketing Start Fall 2016, Review

each semester

In progress

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culturally diverse

populations such as

relevant radio stations,

social media

Admissions and

Outreach

Diversity Officer

1.2.2 Grow and Develop

brand recognition through

target relevant placement

messaging: Internet,

outdoor advertising, etc.

Marketing

Admissions and

Outreach

Diversity Officer

Start Fall 2016, Review

each semester

In progress

1.2.3 Promote language

and culturally specific,

community engagement

Marketing

Admissions and

Outreach

Diversity Officer

Planning in progress

1.2.4 Promote diverse

sponsorships, partnerships

and relationships

Marketing

Admissions and

Outreach

Diversity Officer

Start Fall 2016

CTE Instructors,

Outreach on

Advisory

Committees,

Diversity Funds

In progress

1.2.5 Increase

communication of

outreach activities and

opportunities by

connecting with partners

two times per month

Faculty

Admissions and

Outreach

Diversity Officer

Start Fall 2016 Admissions and

Outreach

In progress

1.2.6 Develop and expand

partnerships with

community agencies to

target immigrant

populations and other

specific populations

Faculty

Admissions and

Outreach

Diversity Officer

Start Fall 2016 Admissions and

Outreach

Diversity Office

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1.2.7 Connect with

leaders and elders in

communities of color to

build relationships

Admissions and

Outreach

Diversity Officer

Start 2016-2017 Admissions and

Outreach

Diversity Office

1.2.8 Recruit military

personnel

Admissions and

Outreach

Veterans Affairs

Specialist

1.2.9 Create a campaign

for “Your Hometown

College” or “Learn Where

You Live!”

Marketing

Faculty

Admissions and

Outreach

Start December 2016 Marketing and

Admissions and

Outreach

1.2.10 Research and

connect with companies

that offer tuition waiver in

order to recruit their

employees

Customized Training

Services

Admissions and

Outreach

Advancement Office

Finance Office

Begin the discussion Fall

2016

Dean of Enrollment

Services and Finance

and Business office

K-12 Partnerships

1.3 Strategy: Increase the number of Partnerships with secondary education.


1.3.1 Increase

relationships with feeder

and local schools—a

minimum of one-two

schools/districts each year

Deans

Program Faculty

Admissions and

Outreach

Started 2015-2016

increasing partnerships

At end of spring 2019

total progress will be

reviewed

Director of

Partnerships, Faculty,

administrative support,

travel expenses

In progress

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1.3.2 Build engagement

with current faculty and

hire new faculty for

concurrent enrollment

Academic Deans

Program Faculty

Review number of

engaged faculty each

fall and spring semester

through spring 2019

Human Resources -

Professional

Development

In progress

1.3.3 Set specific

partnerships goals per

program area

Academic Deans

Program Faculty

August 2016 set

baseline or hard number

goals (look at now and

then)

December 2016 Report

Progress to SEM

Committee

Deans and Faculty

time

In progress

1.3.4 Finalize dual

enrollment handbook

(NACEP)

Director of

Partnerships/Partnership

Coordinator

Deans

Finalize Spring 2017 Deans and Faculty In progress

1.3.5 Increase HTC

sponsored visits

Admissions and

Outreach

Program Faculty

Fall 2016 planning Admissions and

Outreach

Diversity Officer

Dean of Enrollment

Services

In progress

1.3.6 Coordinate with

outreach activities with

grant programs and

faculty

Admissions and

Outreach

Program Faculty

Educational Talent

Search (ETS), Upward

Bound, GEAR UP

Fall 2016 planning Admissions and

Outreach

In progress

1.3.7 Revitalize counselor

and teacher breakfast for

local schools

Admissions and

Outreach

Program Faculty

Spring 2017 Admissions and

Outreach

In planning stages

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1.3.8 Coordinate multiple

career and college fairs

solely focusing on HTC

programs and Industry

Partners in the high

schools (day and evening)

Admissions and

Outreach

Program Faculty

Industry Partners

Alumni


Outreach

In planning stages

1.3.9 Expand visits to

local high schools with a

mission of covering

introduction of HTC

programs and admissions

information, preparing for

ACCUPLACER, testing,

and post-test advising

over the course of the

semester

Admissions and

Outreach

Testing

Dean of Enrollment

Services


Outreach

In planning stages

1.3.10 Identify current

students to promote HTC

at their high school alma

maters

Institutional Research

Admissions and

Outreach

Director of Student Life

1.3.11 Share data with

school districts,

principals, counselors and

teachers by creating a

template (of # attendees,

completers, successful

students) to be shared via

visits, newsletter, etc.

Dean of Enrollment

Services

Provost

President


May 2017 Dean of Enrollment

Services

Admissions and

Outreach

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Adult Learners/Education

1.4 Strategy: Increase outreach to ABE


1.4.1 Improve

communication and

collaboration with ABE

students and sites

Admissions and

Outreach

1.4.2 Determine the

number of academic areas

that have partnerships

with ABE,—set goals to

increase by x% or set a

hard number

Academic Deans

Program Faculty

1.4.3 Identify how to

track ABE students

(incoming)

Academic Deans

Program Faculty


1.4.4 Create career

pathways (Ability to

Benefit)

Deans

Financial Aid Director

Admissions and

Outreach

Customized Training

Services

1.5 Strategy: Increase Credit for Prior Learning Opportunities


1.5.1 Review and revise

MnSCU and HTC policy

Dean of Enrollment

Services

AASC

Policy Committee

1.5.2 Inform students of

Credit for Prior Learning

(CPL) opportunities via

Dean of Enrollment

Services

Faculty

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website, student

orientation and advising

Enrollment Advisors

1.5.3 Offer CPL class Dean of Enrollment

Services

CCDS Faculty

1.5.4 Engage and Train

faculty to review and

award credits via CLP

class

Provost

Academic Deans

Dean of Enrollment

Services

1.5.5 Increase offering of

CLEP testing

Testing Director

Alumni Engagement

1.6 Strategy: Increase Alumni Engagement


1.6.1 Engage Alumni as

recruiters and for

marketing efforts of the

college

Institutional

Advancement

Career Services

Faculty

Outreach and Admissions

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Drive Student Success: Increase Student Persistence and Completion—Overall goal is to increase student persistence and

completion by 2% over a three year period.

The HTC Student

2.1 Strategy: Identify our student needs


2.1.1 Create a student

profile and overview of

student body


Dean of Enrollment

Services

2.1.2 Create and conduct a

survey to follow up with

students who have

withdrawn from HTC—

track why students leave


Dean of Enrollment

Services

Consider where to

store information

2.1.3 Pull student data on a

monthly bases that have

completely dropped or

withdrawn


Dean of Enrollment

Services

2.1.4 Analyze survey

results and identify

barriers to persistence

twice a year


Dean of Enrollment

Services

2.1.5 Develop a plan to

identify student needs and

create service solutions to

align with those needs

based on student survey

results


Dean of Enrollment

Services

Dean of Students

2.1.6 Create a student exit

process to use upon

Institutional Research See list of old

withdrawn reasons

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submission of graduation

application

Dean of Enrollment

Services

Dean of Students

from Records for

starters

2.1.7 Analyze Exit Survey

to assess and understand

student satisfaction and

dissatisfaction


Dean of Enrollment

Services

Dean of Students

Academic Deans

2.1.8 Develop a plan from

results of exit survey to

enhance services and

provide feedback to

programs.


Dean of Enrollment

Services

Dean of Students

Academic Deans

2.2 Strategy: Track and communicate with students who do not register within a month of the registration window opening


2.2.1 Pull Non-registered

students for subsequent

semester two weeks after

registration window opens


Dean of Enrollment

Services

November 2016 and

every week through the

start of Spring semester

April 2017 and every

week through the start

of Summer term

Registered/non-

registered query

Start in November

2.2.2 Analyze registration

statistics and identify

barriers to completing

registration process

(Holds, etc.)


Dean of Enrollment

Services

Student Life

November 2016 Time and personnel

2.2.3 Share list of non-

registered students with

Deans and Faculty for


Dean of Enrollment

Services

November 2016 Time and personnel

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purposes of reminding

them to register (while in

current semester classes)

Academic Deans

Faculty

2.2.4 Pull list again of non-

registered students at the

end of the current semester

for an outbound calling

campaign


Dean of Enrollment

Services

Academic Deans

Faculty

End of Fall 2016

semester

Time and personnel

2.3 Strategy: Identify Barriers and Create Process to Decrease Holds


2.3.1 Pull data on Holds;

types, amounts, etc.


Dean of Enrollment

Services

In Pilot stage

2.3.2 Examine Holds to

determine what process

can be improved in order

to minimize the number of

students with Holds

Dean of Enrollment

Services

In Pilot stage

2.3.3 Develop initiative to

make students aware of

Holds (late fees, charges,

etc.) early on


Dean of Enrollment

Services

Faculty

2.3.4 Write a proposal to

fund particular

situations/students with

financial Holds

Student Affairs

Foundation

Student Success and Persistence

2.4 Strategy: Improve Advising Model


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2.4.1 Research and gather

information on advising

practices at other Higher Ed

institutions

Enrollment Advisors

2.4.2 Visit several MnSCU 2-

year institutions to interview

deans, advisors, etc. advising

practices

Enrollment Advisors

Dean of Enrollment

Services

2.4.3 Compile current campus-

level descriptions and

definitions of advising

process, staffing, etc.

Enrollment Advisors

Dean of Enrollment

Services

2.4.4 Identify and distribute

compiled research of advising

models from other higher

education institutions

Enrollment Advisors

Dean of Enrollment

Services

2.4.5 Create a college-wide

Taskforce on Advising that

will include Faculty Advisors,

Enrollment Advisors, TRIO

Dean of Enrollment

Services

Director of Advising

Academic Deans

Faculty

Dean of Students

September 2016

2.4.6 Develop Specific

recommendations and best

practices for strengthening

advising across the college

Faculty Advisors

Enrollment Advisors

TRIO

Deans (Members of

Taskforce)

2.4.7 Identify Onboarding for

new hires, ongoing training

and professional development

needs

Faculty Advisors

Enrollment Advisors

TRIO

Deans

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Diversity Officer

2.4.8 Use website data

analytics to track effectiveness

of site as it relates to Advising

Faculty Advisors

Dean of Enrollment

Services


Enrollment Advisors

Marketing

Technology Services

2.4.9 Research other colleges

use of the website to discover

best practices for improving

advising practices

Marketing

Technology Services

2.5 Strategy: Develop Advising Month


2.5.1 Enrollment Advisors and

Faculty collaborate on

advising month activities

Deans, Faculty, Dean of

Enrollment Services

and Director of

Advising

2.5.2 Expand advising month

and services

Deans

Faculty

Dean of Enrollment

Services


Enrollment Advisors

Student Life

Student Ambassadors

2.5.3 Create incentives to “Get

In Early” and “Plan Ahead”

Deans

Faculty

Dean of Enrollment

Services Director of

Advising

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Enrollment Advisors

Student Life

Student Ambassadors

2.5.4 Create a communication

plan regarding the month,

registration, etc.


Enrollment Advisors

Dean of Enrollment

Services

2.5.5 Market Advising Month

Across campus

Enrollment Services

Deans

Faculty

Marketing

Student Life

Student Ambassadors

2.5.6 Engage alumni in

meeting and talking with

current students (persistence)

Foundation

Career Services

Faculty

Outreach and

Admissions

2.6 Integrate High Impact Practices (HIP)


2.6.1 Create First Year

Experience Pilot Program

Dean of Students

Persistence Committee

Fall 2016 Consider a cohort

code

Research complete,

recommendation being

prepared for initial

review by deans, April

2016

2.6.2 Expand Supplemental

Instruction Initiative

Dean of Students Fall 2016 Research complete,


prepared for approval,

April 2016

2.6.3 Explore additional

recommendations from

Dean of Students

Persistence Committee

Spring 2016 Research complete,


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Persistence Committee for

HIP

implementation/enhancements

prepared for approval,

April 2016

2.6.4 Persistence Committee

continue to meet and continue

to align with SEM plan

Dean of Students Fall 2016

2.6.5 Expand Peer Mentor

program to pair with the First

Year Experience and

Developmental course

Dean of Students


2.7 Strategy: Improve Early Alert process and interventions


2.7.1 Analyze data on Early

Alert Initiatives for FY16


Dean of Enrollment

Services

2.7.2 Identify and understand

both effective ineffective

practices and make relevant

changes


Dean of Enrollment

Services

Enrollment Advisors

2.7.3 Begin to create Phase 2

of Early Alert system using

WebNow


Dean of Enrollment

Services

Enrollment Advisors

Technology Services

2.7.4 Provide continued

training for advisors and

counselor sand develop

intervention strategies

Dean of Enrollment

Services

2.8 Strategy: Expand faculty engagement and student persistence initiatives


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2.8.1 Increase career and

technical program orientation

sessions

Academic Deans

Faculty

Fall 2016 Know Industry standards of

employee expectations to

incorporate into the program

orientations

In progress with a

handful of programs

2.8.2 Through the Program

Advancement process,

programs review persistence

data to develop specific goals,

strategies and action steps to

improve rates


Academic Deans

Faculty

Fall 2016, Review in

Spring 2017

(Annually)

Time and

personnel

Dates planned

Improve Completion Rates

2.9 Strategy: Increase number of students completing an award(s)


2.9.1 Change student fee

from graduation fee to a

commencement ceremony

fee

Dean of Students


Registrar

Tuition Office

In progress to be

implemented July 2016

2.9.2 Increase the number of

students applying for

graduation

Faculty

Deans

Enrollment Advisors

Registrar

2.9.3 Create electronic

process for applying for

graduation (Certificate,

Diploma, and Associates)

Dean of Enrollment

Services

Registrar

Process Analyst

2.9.4 Create a system to

provide

persistence/completion

reports on all students—

DARS project

Dean of Enrollment

Services

Registrar


24 | P a g e o f 2 9


2.9.5 Provide completion

gap reports in a consistent

manner to deans and faculty

Registrar


Deans

Fall 2018

2.9.6 Determine baseline

data of the number of

students completing general

education requirements

Academic Deans

Faculty

2.9.7 Increase the number of

student’s that are college

ready by creating initiatives

to minimize time in

developmental

Academic Deans

Faculty

2.9.8 Create graduation

goals per program

Academic Deans

Faculty

2.9.9 Create a plan for

follow up/engagement with

students that applied for

graduation, but are not

ready

Dean of Enrollment

Services

Registrar


2.9.10 Engage employers to

support students to finish

their degrees/program

Academic Deans

Faculty

25 | P a g e o f 2 9


Drive Programs: Capitalize on Industry Growth and Maximize Program Opportunity—Overall goal is to create seven new

programs by end of FY 19

Increase Course Saturation

3.1 Strategy: Develop a systematic approach for a data-driven student centered schedule


3.1.1 Conduct research on

how scheduling is created

at other institutions


Academic Deans

Faculty

3.1.2 Collect data/survey

on future (prospect) and

current student needs

related to scheduling


Academic Deans

Faculty

3.1.3 Review and Analyze

data from student survey


Academic Deans

Faculty

3.1.4 Document Current

Process for Course

Scheduling

Dean of Enrollment

Services

Academic Deans

Program Assistants

Registrar

Course Scheduler

In progress

3.1.5 Examine Existing

academic program mix,

schedule (day/evening,

weekend, online/in class)

and saturation; identify

changes based on student

needs


Academic Deans

Faculty

26 | P a g e o f 2 9


3.1.6 Review and improve

operational

guidelines/principles for

schedule development


Academic Deans

Faculty

Dean of Enrollment

Services

Registrar

3.1.7 Review and use

correct scheduling codes

correctly

Dean of Enrollment

Services

Academic Deans

Faculty

3.1.8 Review current

saturation rates per

program and establish

measurable goals to

increase saturation rates

Academic Deans

Faculty

November

3.1.9 Create a

comprehensive multi-year

scheduling model that

would assist in increasing

saturation rates, persistence

and completion rates

Provost

Academic Deans

Faculty

Enrollment Services

Develop and Maximize Program Opportunities

3.2 Strategy: Expand current successful/needed courses and programs across the college


3.2.1 Identify high demand

HTC courses/programs for

expansion and determine

needed space/facilities

Academic Deans

Faculty

Begin discussion during

summer 2016 and

complete by October

2016

Data, Research tools,

Advisory minutes,

Program

Advancement

In progress

27 | P a g e o f 2 9


3.2.2 Ensure facilities

needs/requirements are in

place

Academic Deans

Faculty

Facilities

Director of Safety

Spring 2016 brought to

Facilities

Fall 2016 Proposal to

Cabinet

Review Spring 2017

In progress

3.2.3 Survey advisory

members and committees

for expansion


Academic Deans

Faculty

3.2.4 Review data from

advisory committees for

expansion new

courses/programs

Academic Deans

Faculty

Start October (Gala)

Complete by Spring

And again in 2018

Fall 2018 Start

Spring 2018 complete

Survey and tools,

personnel time,

dollars for postage if

it is a paper survey

3.2.5 Develop new

programs in high demand

sectors (DEED)

Deans

Advisory Survey

Marketing

Technology Services

Summer 2016 Start

Research

Review Spring 2017

Advisory Survey,

Consulting support

($$$), Equipment

dollars, personnel

time

Articulation and Transfer Agreements

3.3 Strategy: Develop a sustainable process to maintain and expand articulation and transfer agreements


3.3.1 Create a process to

review and Revise

articulation agreements

Academic Deans

Program Faculty

Articulation Coordinator

Advisory Survey

Marketing

Technology Services

Summer 2016 Dedicated

coordinator

Metro State

Articulation

Coordinator (share

best practices), other

Completed

28 | P a g e o f 2 9


MN State C&U,

dedicated personnel

time

3.3.2 Create a system for

renewal and maintenance

of agreements

Academic Deans,

Articulation Coordinator,

Faculty, Transfer

Specialist

Summer 2016 start

Spring 2018 complete

Personnel time In progress

3.3.3 Develop

articulation agreements

with 4-year institutions

for current and new

program in high demand

sectors (DEED)

Academic Deans

Program Faculty

Articulation Coordinator

Advisory Survey

Fall 2016 Start

Spring 2017 Review

Spring 2018 Review

Spring 2019 Review

Personnel time,

Program

Advancement process

In Progress

Alumni Engagement

3.4 Strategy: Increase Alumni Engagement


3.4.1 Implement use of

online graduation follow-

up/survey

Career Services

3.4.2 Create incentive for

completion of online

graduation follow-

up/survey

Dean of Students

3.4.3 Develop an Alumni

Association

Institutional

Advancement

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3.4.4 Increase number of

alumni on advisory

committees

Institutional

Advancement

Academic Deans

Faculty

3.4.5 Expand

opportunities for alumni

as employers and faculty

Foundation

Career Services

Faculty

3.4.6 Create alumni

engagement through the

creation of an affinity

group for past Student

Ambassadors, Student

Senate Leaders, and Club

Leaders

Foundation

Student Life

Strategic Enrollment Management Planning Process · Strategic Enrollment Management: Strategic Goals, Strategies and Action Steps 2016 – 2019 A Strategic Enrollment Management Plan

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