OCTC is an equal opportunity employer and educational institution.
Strategic Enrollment
Jessi Glover, Bo Powers, from Hancock Co. High School, Gabrielle Marie Epperson, from Owensboro High School, and Lacey Brooke Parham, home schooled (not featured in this photo) all graduated
from high school in 2016 and earned Associate Degrees simultaneously.
C ongratulations!
1986 - 2016YEARS
celebrating
KENTUCKY COMMUNITY & TECHNICAL COLLEGE SYSTEM
Management Plan
2016-22
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Strategic Enrollment Management Plan 2016‐22
Owensboro Community and Technical College
July 1, 2016
Introduction
On November 20, 2015, Dr. Scott E. Williams, President of Owensboro Community & Technical College,
announced to the College Assembly that the work on our Strategic Enrollment Management (SEM) plan
was about to begin in earnest. Addressing all faculty and staff, he explained that the process would take
a long‐term look at where we want to be as a college and that a consultant from AACRAO would be on
campus in December interviewing selected participants.
Three SEM teams—Recruitment, Retention, and Data, had been appointed in late September.
Representatives from the teams attended a Kentucky Community and Technical College System (KCTCS)
meeting with AACRAO at Bluegrass Community and Technical College on November 12 and 13, 2015.
Attendees were introduced to the SEM philosophy and the groundwork was laid for the campus visit.
Michele Sandlin, AACRAO Managing Consultant, met with faculty, staff, and students on our campus on
December 1 and 2, 2015, including a college‐wide meeting of all employees at the end of the first day.
The SEM teams convened before the winter holiday break to discuss feedback from the consultant visit
and determine their next steps.
In the spring, all three teams met numerous times. The Data Team reviewed many reports and worked
with Academic Affairs to complete an Enrollment Capacity Study. The Recruitment Team held a Brown
Bag session open to all faculty and staff on all three campuses in February as they formulated objectives.
The Retention Team conducted open sessions on each campus in April to review their draft plan. Dr.
Williams reinforced that the Strategic Enrollment Management plan areas will be our priorities at many
meetings, including the February 10, 2016 College Assembly meeting,
Over the 2015‐16 school year, nearly every full‐time faculty and staff member participated in SEM
meetings on campus—and many participated in multiple meetings. These efforts, supported by the
SEM Executive Team, led to this final report. It is built upon our research, analysis, and our college’s
commitment to the cause.
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Team Membership
Name (Last, First) Position at OCTC SEM Role
Alschbach, Matt History Faculty Recruitment (co‐chair)
Basham, Zara Surgical Technology Faculty Recruitment
Beardmore, Kevin VP of Student Affairs Data (chair), Executive
Bowlds, Joy IE Coordinator Data
Carden, Sandy Associate Dean of Student Affairs ‐ Registrar Retention
Crowe, Randy Computerized Manufacturing and Machining Faculty Retention
Edds‐Ellis, Stacy Associate Dean of Academic Affairs Data, Executive
Hale, Bernie Director of PR and Marketing Recruitment (co‐chair)
Hoffman, Kathy Biology Faculty Data
Johnson, Charles Counselor Recruitment
Kinney, Mary Academic Coordinator Retention
Lewis, Court Philosophy Faculty Retention (co‐chair)
Maltby, Marc Associate Dean of Social Sciences, Business, and Public
Services
Data, Executive
McCrary, Lauren MIT Faculty Recruitment
McNeal, Lewatis Associate Dean of Student Affairs Retention (co‐chair)
Midkiff, Christi Director of Grants & Contracts Data
Miller, Craig IT Coordinator Data
Payne, Shawn KY FAME Faculty Recruitment
Rodgers, Mike VP of Academic Affairs ‐ Interim Executive
Thomas, Ceary Division Assistant Recruitment
Tudor, Michelle Radiography Faculty Retention
Vincent, Katie Workforce Solutions Recruitment
Williams, Scott President Executive
Vickey Wood‐Grasela Welding Faculty Retention
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Executive Summary
There were several issues noted by Michele Sandlin during her assessment of our current practices that
resonated with our SEM committees:
Participate in training to learn how to create enrollment messages and communication plans.
OCTC recruitment staff need to know what and how to tell the OCTC story.
Integrate marketing messages across all media (earned, visual, print and verbal).
Create and execute communication plans for new and continuing students, with a focus on an
admitted student communication plan.
Ensure staff are well trained over time on Radius.
Develop local advertising messages that align student choice factors (namely, jobs and careers)
with OCTC programs.
Conduct student search using ACT test names,
Financial Aid needs to be providing an annual training–a beginner’s guide to financial aid.
Admissions policies need to be reviewed.
Assemble existing data on market share to analyze it and set appropriate enrollment targets.
Conduct comprehensive Blackboard training for all staff and faculty that have access and use the
solution.
Set all enrollment and student service office hours to be consistent, at least 8:00 am – 5:00 pm.
Map all business processes and develop a guide that can be shared through an Intranet and
used as a reference, as well as for new employee training.
In addition to the above, the committees noted that we needed to better understand our enrollment
capacity by program, focus on providing more assistance to underserved populations, and improve our
website, first year experience program, and advising.
As a result of their research and conversations with faculty, staff, and students, the committees
determined an overall enrollment target, four key enrollment indicators, and goals for recruitment and
retention efforts.
Overall Enrollment Target
OCTC plans to grow from 3981 students in Fall 2015 to 4336 students in Fall 2020 (+8.9%)
Fall 2015 enrollment 3981Program enrollment 2940Non‐program enrollment 1041 Optimum program enrollment based on capacity study 3661
The overall enrollment target is based on 90% of optimum program enrollment (3295) plus 1041.
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Key Enrollment Indicators and Targets
Enrollment indicator 10 yr average Maximum TargetOverall program enrollment 3297 3861 3295Fall first‐time credential seeking students 660 752 700Fall to fall retention of first‐time, full‐time students 60% 65% 67%Fall to spring persistence of credential‐seeking students
75% 78% 80%
Spring to fall persistence of credential‐seeking students
69% 72% 75%
The retention and persistence goals are aspirational. We hope to reach them so that on average:
Two out of every three first‐time, full‐time fall credential‐seeking students return the next fall
Four out of every five fall credential‐seeking students return in the spring or graduate
Three out of every four spring credential‐seeking students return in the fall or graduate
See Appendix I (OCTC Capacity Study – Spring 2016) and Appendix II (OCTC Key Enrollment Indicators –
2005‐15 Trends) for complete data.
SEM Goals
Recruitment/Marketing Goals
1. Target marketing and recruitment for our health career programs
2. Target recruiting for our Associate in Arts and Associate in Science degree programs
3. Provide near real time tracking, by program, of applicants, students eligible to enroll, and
enrolled students by program
4. Improve OCTC’s visibility and image within the community, with a focus on the benefits of a
college education—career opportunities, quality of life, and a brighter future—at OCTC
Retention/Completion Goals
5. Improve the OCTC first‐year student experience
6. Improve the OCTC academic advising experience
7. Improve graduation rates for underrepresented students
After the committees drafted their final reports in late spring 2016, initial recommendations led to the
development of our first actions steps. These “action steps” have been embedded into the College’s
2016‐17 strategic plan and will provide the foundation for our direction through the six‐year planning
cycle concluding in 2022. The following pages provide further details on the goals, including strategic
action steps, tactics, and supporting data.
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 1 – Recruitment and Marketing
Targeted marketing and recruitment for our health career programs.
Overview
In previous years OCTC’s health career programs (and in particular the nursing program) saw a surge in
enrollment when Owensboro Health advertised a need for qualified, degree‐holding nursing staff. In
other words, Owensboro Health really did the marketing for OCTC. This growth came despite the fact
that OCTC did not actively recruit for allied health and nursing programs.
Students who earn an associate’s degree in nursing from OCTC are more likely to successfully complete
a bachelor’s of science degree program in nursing. Further, students who complete their nursing
degrees locally are more likely to remain and work in the region.
Leader
Dr. Stacy Edds‐Ellis, Dean of Professional and Technical Studies
Team
Terri Lanham, Director of Nursing
Kathy Hoffman, Department Head (of other health career programs)
Program coordinators from the programs listed below
Kevin Beardmore, Vice President of Student Affairs
Cindy Fiorella, Vice President of Workforce Solutions
Bernie Hale, Director of Public Relations and Marketing
Recruitment Committee members
Joy Bowlds, Coordinator of Institutional Research
Measureable Outcomes
Reach 90% of optimal enrollment, in total, for our health career programs. These include:
Program Optimum Enrollment 90% of Optimum Enrollment
Biotechnology 85 77
Emergency Medical Services ‐ Paramedic 25 23
Emergency Medical Technician 10 9
Healthcare Facilities Leadership 50 45
Medical Info/Admin Office Technology 100 90
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Nursing 115 104
Nursing Pending (ADN) 400 360
Radiography 44 40
Radiography Pending 125 113
Surgical Technology 16 14
Surgical Technology Pending 50 45
Veterinary Technology 40 36
Frequency of measurement
Reported to whom
Expected outcome Data used for measurement
Location of data/system
Annual President
Academic Affairs Student Affairs
90% of optimum enrollment
Official Fall Enrollment from the Program
Review
Institutional Research/DSS
OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM
Increase awareness of all our health career programs (Objective 2.1)
Explore new healthcare career pathways, possibly to include a new medical assisting certificate
(Objective 5.10)
(See SEM Goal 4 for more information about recruitment/marketing strategies)
SEM Action Step Timeline for
implementation Person responsible
for outcomes 1. Introduce students to the multiple health career
options available to them through our health care
programs as well as through the Associate in Science
which prepares them for entry into selective
admissions health career programs via the “Smart 2
Start @OCTC” campaign
2016‐17 Bernie Hale Kevin Beardmore
2. Develop specific marketing materials that showcase all
of our health care programs and the career options—
and quality of life—they provide
2016‐17 Bernie Hale and Recruitment Committee
3. Develop the proposal to pilot a medical assisting
program
2016‐17 Dr. Stacy Edds‐Ellis Mike Rodgers Cindy Fiorella
4. Submit program to system office for approval Spring 2017 Dr. Stacy Edds‐Ellis Mike Rodgers
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 2 – Recruitment and Marketing
Targeted recruiting for our Associate in Arts and Associate in Science degree programs.
Overview
By developing a clear message that effectively communicates the benefits and value of our AA and AS
programs as well as the block transfer process to students, we can increase the number of students who
declare for the AA and AS programs. In other words, an undecided student or a student placed in an
AAS program that is not aligned with that student’s goals makes it more likely that the student will stop
out. This may be remedied by educating students as to the value of block transfer, and AA and AS
degree programs
Leader
Dr. Marc Maltby, Dean of Arts and Sciences
Team
Dr. Julia Ledford, Associate Dean
Dr. Veena Sallan, Associate Dean
Bernie Hale, Director of Public Relations and Marketing
Recruitment Committee members
Kevin Beardmore, Vice President of Student Affairs
Joy Bowlds, Coordinator of Institutional Research
Measurable Outcomes
1. Reach 90% of optimum enrollment for AA/AS students: 1215 students.
2. Reduce the number of students with undeclared majors by 75% in 5 years
3. Improve transfer rates to 4‐year institutions by XX % in 5 years [awaiting metric to be
determined at system level]
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Frequency of measurement
Reported to whom
Expected outcome Data used for measurement
Location of data/system
Annual President
Academic Affairs Student Affairs
90% of optimum enrollment
Official Fall Enrollment from the Program
Review
Institutional Research/DSS
Annual President
Academic Affairs Student Affairs
Number of students classified as “Undecided”
reduced 75% from baseline Fall 2015
Official Fall Enrollment from the Program
Review
Institutional Research/DSS
Annual President
Academic Affairs Student Affairs
Improved transfer rates
KCTCS Performance Data
Institutional Research/DSS/CPE
OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM Plan
Increase awareness of the cost savings realized by completing an associate in arts or associate in
science before transferring to a four‐year college or university (Objective 1.1)
(See SEM Goal 4 for more information about recruitment/marketing strategies)
SEM Action Step Timeline for
implementation Person responsible
for outcomes 1. Promote transfer through the new “Smart 2 Start
@OCTC” campaign.
2016‐17 Bernie Hale, Kevin Beardmore, and Recruitment Committee
2. Market the advantage—for one’s career and quality of
life—of completing the first two years of a four‐year
degree at OCTC (including the savings).
2016‐17 Bernie Hale, Kevin Beardmore, and Recruitment Committee
3. Develop a message that clearly articulates the
importance of investing in your future self by
attending OCTC. It should include improving yourself
and your career options. It should be clear exactly
how much money a student (or a student’s parents)
will save by choosing OCTC with side‐by‐side
comparisons and the total accumulated savings that
students are rewarded for making OCTC their first
choice
2016‐17 Bernie Hale, Kevin Beardmore, and Recruitment Committee
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 3 – Recruitment and Marketing
Provide near real time tracking, by program, of applicants, students eligible to enroll, and enrolled
students by program
Overview
Near real time (day old) data may be made available via dashboards built in the Decision Support System
(DSS). The Executive Team strongly believes that this needs to be available so programs have the
feedback they need to reach their enrollment targets. Data must include applicants, current students
eligible to enroll, and enrolled students. This data, in concert with the Advisor Center pages in
PeopleSoft and the OCTC Advisee Persistence report, will give us a focused yet comprehensive look at
our progress toward the SEM goals.
Leader
Kevin Beardmore, Vice President of Student Affairs
Team
Dr. Marc Maltby, Dean of Arts and Sciences
Dr. Stacy Edds‐Ellis, Dean of Professional and Technical Studies
Dr. Julia Ledford, Associate Dean
Dr. Veena Sallan, Associate Dean
Terri Lanham, Director of Nursing
Dean Autry, Associate Dean
[Department head to be named]
Joy Bowlds, Coordinator of Institutional Research
Measureable Outcomes
1. Applicant dashboard for each program
2. Eligible to enroll/enrolled students dashboard for each program
3. 100% of programs using the dashboards to target communications to students
Frequency of measurement
Reported to whom Expected outcome Data used for measurement
Location of data/system
Semester Deans, Associate
Deans, Department Heads
100% of programs using dashboards
DSS Institutional Research/DSS
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM
Complete an enrollment capacity study (Objective 1.3)
Establish key enrollment indicators (KEIs) (Objective 1.4)
SEM Action Step Timeline for
implementation Person responsible
for outcomes 1. Use results of the capacity study to determine KEIs 2016 Data Team
Executive Team 2. Share KEIs with the college community—introducing
them at the Fall Kickoff 2016 and using them as a
constant reference point through the next six years
2016 Dr. Scott Williams Kevin Beardmore
3. Embed the KEIs as performance measures in the final
OCTC Strategic Plan 2016‐22
2016 Kevin Beardmore
4. Share results of the capacity study with programs so
they can use it to better determine short‐term and
long‐term goals
2016 Kevin Beardmore Mike Rodgers
5. Create applicant/enrolled dashboards for each
program once the admissions process overhaul is
complete
Summer 2017 Joy Bowlds Kevin Beardmore
6. Develop program‐specific communications for
programs to send that reinforce and extend the
messages sent via Radius (also included in Goal 4)
Summer 2017 Bernie Hale Kevin Beardmore
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 4 – Recruitment and Marketing
Improve OCTC’s visibility and image within the community, with a focus on the benefits of a college
education—career opportunities, quality of life, and a brighter future—at OCTC
Overview
OCTC needs a clear, concise, and well‐crafted message that will resonate with potential students and the
community – a message that speaks to people’s unique circumstances in 2016.
Kentucky’s current state of economic affairs, particularly as it relates to higher education budgets can
only mean one thing – substantial tuition increases. Yet despite these potential increases, OCTC remains
by far the best economic value for higher education in Kentucky. We must communicate the value and
savings of attending OCTC to potential students and parents.
OCTC’s message must resonate with potential adult students who are focused on cost, time constraints,
and the direct outcomes (salary potential, credential, transfer). We need to explain why they should
attend college (career opportunities, a better life, a brighter future) and why we are the best choice.
Leaders
Bernie Hale, Director of Public Relations and Marketing
Kevin Beardmore, Vice President of Student Affairs
Team
Joy Bowlds, Coordinator of Institutional Research
Sandy Carden, Associate Dean and Registrar
Bernice Ayer, Director of Financial Aid
Andrea Borregard, Assistant Director of Financial Aid
Brian Toms, Information Technology
Recruitment Committee members
START Center team members
Student Records team members
Measurable Outcomes
1. Increased student satisfaction with admissions as compared to 2015 baseline data from the
Community College Survey of Student Engagement (CCSSE) and the OCTC Graduate Exit Survey.
2. Attainment of KEI enrollment goal
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College ‐ 8‐25‐2016
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Frequency of measurement
Reported to whom
Expected outcome Data used for measurement
Location of data/system
Annual Student Affairs Increased student satisfaction with
admissions
Exit Survey CCSSE data
Institutional Research
Every other year Student Affairs Increased student satisfaction with
admissions CCSSE data
Institutional Research
Annual Academic Affairs Student Affairs
Total program enrollment (KEI) found on page 4
Official Fall Enrollment from the Program
Review
Institutional Research/DSS
OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM
Increase participation in high school parent night events (Objective 1.5)
Create clear, concise messages related to student choice factors (not generic and no acronyms)
(Objective 1.6)
Train recruiters on the messages (Objective 1.7)
Develop a “beginner’s guide” to financial aid as a part of messaging (Objective 1.8)
Develop plan for advertising and social media timed with key recruitment and enrollment events
(Objective 1.12)
Use ACT test names (obtained by the system) to conduct search for potential applicants
(Objective 1.13)
Update admissions/registration policies and procedures (Objective 1.15)
Explore the use of Radius for Spring 2017 applicant communications (Objective 1.16)
Develop a recruiting toolbox for better serving underrepresented populations, including non‐
traditional age students (Objective 1.17)
Promote Career Coach to potential students (Objective 2.2)
Refocus the employment data displayed on Career Coach to better match the credentials we
offer (Objective 2.3)
Revise web site—more user friendly, more intuitive, and simplified—with compelling text and
clear reasons why choosing OCTC benefits the student (Objective 2.8)
Implement a communications plan for new and continuing students (Objective 6.4)
Improve interoffice communication and create a student process flow chart (Objective 6.5)
Set consistent and student‐friendly office hours (Objective 6.6)
Promote use of college and system mobile applications (Objective 6.11)
Use Merit to promote the college to parents and the community (Objective 7.5)
Showcase students, faculty, and staff via Feature Friday (Objective 7.6)
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Action Step Timeline for
implementation Person responsible
for outcomes 1. Increase the number of regional high schools where
OCTC hosts recruitment events and increase
participation
2016‐17 Academic Affairs Student Affairs
2. Designate a coordinator for recruitment events Fall 2016 President
3. Use ACT test names (obtained by the system) to
conduct search for potential applicants
Spring 2017 Joy Bowlds Kevin Beardmore
4. Promote the use of Career Coach to learn about
opportunities in the greater Owensboro region
Spring 2017 Kevin Beardmore TRAC Central
5. Streamline the OCTC website—more user friendly,
more intuitive, and simplified—with compelling text
and clear reasons why choosing OCTC benefits the
student, including revised messaging
Fall 2017 Brian Toms Bernie Hale
Kevin Beardmore
6. Create a reiterative review process to maintain and
update the website frequently and over time. This
may include an entrance survey that asks new
students about how they used the website to learn
more about OCTC prior to enrolling. The surveying
and data collection process should be repeated as
necessary to ascertain whether or not students found
the website navigation process challenging, effortless,
or somewhere in between (measurable outcome).
Fall 2017 Brian Toms Bernie Hale
Kevin Beardmore
7. Use Merit to promote the college to parents and the
community
2016‐17 Brian Toms Bernie Hale
Kevin Beardmore
8. Showcase students via Feature Friday 2016 Bernie Hale Ceary Thomas
9. Showcase alumni via the Alumni Hall of Fame 2016 Bernie Hale Ceary Thomas
10. Implement a clear, concise message related to student
choice factors: It’s Smart 2 Start @OCTC!
2016 Bernie Hale Kevin Beardmore
11. Create an ABC mnemonic to remember the talking
points we want our recruiters to use. The idea is to
spark the recruiter to think of examples. For example,
“Best in class performance” allows us to talk about our
100% licensure pass rates in Radiography and Surgical
Tech, as well as placement rates for programs like
2016 Bernie Hale Kevin Beardmore
Recruiters
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Electrical, Industrial Maintenance, and
Nursing. Dynamic student body provides an opening
to talk about the Speech and Debate Team, Oak Island
Theatre, and PTK (see below for additional details)
12. Train recruiters on the messages 2016‐17 Bernie Hale Kevin Beardmore
13. Develop a “beginner’s guide” to financial aid as a part
of messaging
2016‐17 Andrea Borregard Kevin Beardmore
14. Develop plan for advertising and social media timed
with key recruitment and enrollment events
2016‐17 Bernie Hale Kevin Beardmore
15. Develop a recruiting toolbox for better serving
underrepresented populations, including non‐
traditional age students
2016‐17 Bernie Hale Kevin Beardmore Recruitment Team
16. Pilot Radius for Spring 2017 admissions, including a
new communications plan, after admissions process
overhaul (full implementation for Fall 2017)
Fall 2016 Kevin Beardmore START Center
17. Develop cross‐office training, particularly in
Academic/Student Affairs
2016 Mike Rodgers Kevin Beardmore
18. Create a student process flow chart Summer 2017 Joy Bowlds Kevin Beardmore
19. Set consistent and student‐friendly office hours 2016
20. Promote use of college and system mobile applications 2016 Bernie Hale
21. Develop and implement the new SMART admissions
process (see below)
2016 Kevin Beardmore START
Student Records
22. Develop program‐specific communications for
programs to send that reinforce and extend the
messages sent via Radius (also included in Goal 3)
2017 Bernie Hale Kevin Beardmore
Message
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Recruiter talking points Award‐winning Best in class performance Caring faculty & staff Dynamic & diverse student body Exceptional investment in yourself & exceptional savings Flexible offerings Guaranteed transfer High demand career opportunities Innovative programs (academic programs as well as student support programs) Just right 4 you!
SMART admissions process
Sit. Introduce yourself (hopefully they will share their first name—remember it). Ask for last name. Find if the student is in PS, look for test scores, ask whether they have they attended any other college. Make a plan ‐ Can apply non‐credential if the student wants to register today but have credit from other colleges, then switch. Decide on a major otherwise. Complete a major change that includes the student group if needed. Include any transfer institution student groups. Apply online. Register the same day, if possible Transcripts, for credential‐seeking students, must be sent at the end of the semester (for college coursework) or after graduation (for high school) Tenets: 1. Same day application processing is the goal. Students apply online. If the online app fails, they can
apply on‐campus and have any issues resolved before they leave. 2. Only require transcripts from other colleges before registration for credential‐seeking students (we
have to have them for financial aid, for advising, and for prerequisite checking). All other applicants can register immediately upon applying, as of March 1 for summer/fall and October 1 for spring.
3. Offer GEN 100 out of SkillTrain for students testing below a college credit class in reading, English, or math. If they brush up and retest into college classes (even if below 100 level) and complete GEN 100 (which will use the FYE 100 curriculum), waive tuition for the class. This will get these students started, given them incentive, and allow us to schedule them into a “real” class.
4. Students who advance register must provide an official HS transcript by May 1 (summer), July 1 (fall), or December 1 (spring). Students who have not provided a HS transcript by then will be changed to non‐credential seeking so no aid will be awarded—and cancelled if they do not pay.
This means:
No testing holds
No HS transcript holds
No SkillTrain holds
Paper apps eliminated except for atypical situations
Most test scores entered in START Center
Fewer suspended online applications as a result of guided help in START Center
Radius can be utilized to its fullest extent
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 5 – Retention and Completion
Improve the OCTC first‐year student experience.
Overview
We need to create:
• A stronger, more knowledgeable, and efficient FYE 100 instructor, capable of communicating to
students the expectations and motivations for the first year experience course, the Vision,
Mission, and Values of OCTC, and strategies for academic and professional success.
• A stronger, more knowledgeable, and competent OCTC student, capable of successfully
navigating academic and professional barriers and interacting with others in diverse groups and
situations.
Leader
Dr. Meredith Skaggs, Quality Enhancement Plan Coordinator
Team
Dr. Court Lewis, First Year Experience Committee Chair
First Year Experience Committee
FYE 100 instructors
Kevin Beardmore, Vice President of Student Affairs
Measurable Outcomes
1. Increase success rate (earning credit in FYE 100) by 10% in Fall 2016, and by 5% in Fall 2017.
2. Increase amount of required Professional Development sessions for FYE 100 Instructors, from
one to three in Fall 2016, and adjust according to need in future semesters, offering voluntary
Professional Development sessions for both FYE 100 Instructors and non‐Instructors.
3. Increase student participation in OCTC‐related on‐campus and off‐campus activities by 10%
during the Fall 2016 semester, and by 10% during the Fall 2017 semester, using Merit data.
4. Increase student awareness (Are you aware a service/activity exists?) and knowledge (Do you
know how to use/participate in the service/activity?) of OCTC‐related on‐campus and off‐
campus activities by 10% during the Fall 2016 semester, and by 10% during the Fall 2017
semester, via local and national engagement surveys, using current reporting methods and
yearly CCSSE and FYE survey data.
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Frequency of measurement
Reported to whom
Expected outcome Data used for measurement
Location of data/system
Semester Academic Affairs Student Affairs
Increase success rate (credit
earned) by 10% in 2016 and 5% in
2017
Grade report Institutional Research/DSS
Semester Academic Affairs Student Affairs
Increased number of professional development sessions for FYE 100 instructors
Professional development
report
Professional Development Coordinator
online tracking system
Semester
Dr. Meredith Skaggs
Bernie Hale Kevin Beardmore
Increased participation in Merit activities
Merit report Merit – Monthly
report
Annual and every other year
Dr. Court Lewis Dr. Meredith
Skaggs Joy Bowlds
Increased awareness of activities
FYE 100 survey CCSSE data
Institutional Research and QEP
Coordinator
OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM
Refine FYE 100 to include smaller class sizes (Objective 6.2)
Increase Merit use by students (Objective 6.3)
NOTE: Complete details of FYE 100 revisions, including actions (pp. 26‐29), responsible individuals
(pp. 30‐32), and measures (pp. 9‐12, 37‐38) are included in our SACSCOC Quality Enhancement Plan.
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 6 – Retention and Completion
Improve the OCTC academic advising experience
Overview
We must 1) train and certify all OCTC faculty and staff academic advisors, and 2) create a transparent
and informative academic advisor assignment process.
Leaders
Dr. Court Lewis, Retention Co‐Chair
Dr. Lewatis McNeal, Retention Co‐Chair
Team
TRAC Central
Dr. Marc Maltby, Dean of Arts and Sciences
Dr. Stacy Edds‐Ellis, Dean of Professional and Technical Studies
Dr. Julia Ledford, Associate Dean
Dr. Veena Sallan, Associate Dean
Terri Lanham, Director of Nursing
Dean Autry, Associate Dean
Kathy Hoffman, Department Head
Penny Howard, TRAC Central Administrative Assistant
Cynthia Johnston, Academic Support, Southeastern Campus
Lorraine Sturgeon, Professional Development Coordinator
Sandy Carden, Associate Dean and Registrar
Joy Bowlds, Coordinator of Institutional Research
Kevin Beardmore, Vice President of Student Affairs
Measureable Outcomes
1. 85% of faculty/staff “Master Trainer” certified by Spring 2021.
2. 2021 OCTC results on CCSSE item 13a.2, where students indicate their satisfaction with
academic advising/planning, are at a level significantly higher than baseline 2013‐15 results or
significantly higher than the 20121 national average for two‐year colleges.
3. Attainment of KEI targets for retention and persistence
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Frequency of measurement
Reported to whom
Expected outcome Data used for measurement
Location of data/system
Annual Academic Affairs Student Affairs
Increased number of faculty/staff
advisors trained as “Master Advisors”
TRAC Central and professional development reporting
Professional Development Coordinator Advising
Coordinator
Every other year Kevin Beardmore
Joy Bowlds
Increased satisfaction with academic advising
CCSSE data Institutional Research
Semester Academic Affairs Student Affairs
Attainment of KEI targets (p. 4)
Official Fall Enrollment
Institutional Research/DSS
OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM
Provide more transfer advising training for our advisors (Objective 4.2)
Develop and offer RATZ topic workshops (Objective 4.8)
Conduct Blackboard training for all staff and faculty with access to it (Objective 6.7)
Improve the advisor assignment process (Objective 6.10)
SEM Action Step Timeline for
implementation Person responsible
for outcomes 1. Create and implement certified “Master Trainer”
program. Starting in the Fall 2016, at least one
faculty/staff from each Division should be trained and
certified. “Master Trainers” will then serve as advisor
trainers during mandatory professional development
academic advising training sessions/courses
(Measurable Outcome 2), starting in Spring 2017.
“Master Trainer” programs will be held each Fall, in
order to train interested faculty and staff, with the
goal of having 85% of faculty/staff “Master Trainer”
certified by Spring 2021.
2016‐17 Advising Coordinator
Academic Affairs Student Affairs
2. Conduct two mandatory professional development
academic advising training sessions/courses each
semester to certify all faculty and staff academic
advisors, starting in Fall 2016. To be certified, all
academic advisors must be able to advise for
certificates, A.A., A.S., and A.A.S. degrees. After faculty
2016‐17 Advising Coordinator
Academic Affairs Student Affairs
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
21
and staff are certified, require advisors to attend RATZ
training sessions. Create an online advising training
program for re‐certification, required every two years.
3. Implement (either by implementing existing
procedures or creating a committee to develop new
procedures) student academic advising evaluation
form by Fall 2017. Require students to complete the
evaluation every spring semester.
2016‐17 Academic Affairs
4. Require faculty and staff to include in their yearly
Performance Planning Evaluation an explanation of
advising certification, student advising evaluation, and
effective advising, starting in Fall 2017.
2016‐17 Academic Affairs Student Affairs
5. Designate one person as the advising lead 2016 President
6. Develop new advisor assignment process, with student
and faculty notifications, in conjunction with new
SMART START admissions process and restructuring of
Academic Affairs
2016‐17 Academic Affairs Joy Bowlds
Kevin Beardmore
7. Implement Semester 2 Semester advising so that
students must check in with an advisor (whether the
official advisor or one in TRAC Central) before being
permitted to register online.
2016‐17 Advising Coordinator
Academic Affairs Student Affairs
8. Create a procedure for advising students when the
assigned advisor is unavailable.
2016 Advising Coordinator
Academic Affairs Student Affairs
9. Explore the possibility of using e‐mail and Blackboard
logins for early warning
2016 Lorraine Sturgeon Craig Miller Brent Lovitt
Kevin Beardmore 10. Transition Starfish use to “kudos” only Spring 2017 TRAC Central
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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SEM Goal 7 – Retention and Completion
Improve graduation rates for underrepresented students
Overview
We must 1) increase graduation percentage of minority, low‐income, and first‐generation students, and
2) improve faculty/staff relationships with underrepresented students.
Leader
Dr. Lewatis McNeal, Associate Dean of Student Affairs ‐ Diversity
Team
Global Studies and Diversity Committee
TRAC Central
Counseling Center
Financial Aid Office
TRiO program
Kevin Beardmore, Vice President of Student Affairs
Measureable Outcomes
1. Reduce the number of underrepresented (minority, low‐income, and first‐generation) students
who experience financial aid suspension.
2. Increase student engagement in campus support programs (e.g., TRiO, Office of Diversity, and
TRAC Central).
3. Attainment of KEI targets for retention and persistence
Frequency of measurement
Reported to whom
Expected outcome Data used for measurement
Location of data/system
Semester Associate Dean of Student Affairs
Reduced number of underrepresented
students on financial aid suspension
Financial aid suspension data
Financial Aid Office
Semester TRiO and TRAC
Central Increased student
engagement TRiO and TRAC Central data
TRiO and TRAC Central
Semester Academic Affairs Student Affairs
Attainment of KEI targets (p. 4)
Official Fall Enrollment
Institutional Research/DSS
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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OCTC Strategic Plan: 2016‐17 College Action Steps related to the SEM
Increase success rates for low‐income students (Objective 3.1)
Increase success rates for underrepresented minorities (Objective 3.2)
Promote support for TRiO eligible transfer students (Objective 4.4)
SEM Action Step Timeline for
implementation Person responsible
for outcomes 1. Reduce the number of underrepresented (minority,
low‐income, and first‐generation) students who
experience financial aid suspension.
2016‐17 Lewatis McNeal
2. Increase student engagement in campus support
programs (e.g., TRiO, Office of Diversity, and TRAC
Central).
2016‐17 Lewatis McNeal TRAC Central
TRiO
3. Develop a voluntary faculty/staff mentorship program
to assist with student success. Faculty/staff could
either have specific students assigned, or they could
spend regular scheduled time working in TRAC Central
or TRiO, and/or aiding in student aid events, such as
“boot camps,” student clubs, or other on‐campus and
off‐campus activities.
2016‐17 Lewatis McNeal
4. [additional action steps will be added once our new
Diversity Plan is finalized]
2016‐17
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Acknowledgements
The committees would like to share their appreciation for the leadership and support of Dr. Williams
and Michele Sandlin from the beginning of this process through the creation of this final report. Their
support, honest feedback, and guidance were essential to the creation of the final recommendations.
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Appendices
Appendix I Annual Targets
Appendix II OCTC Capacity Study – Spring 2016
Appendix III OCTC Key Enrollment Indicators – 2005‐15 Trends
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Appendix I
Annual Targets
What percentage
increase is
projected for
your college in
fall
ENROLLMENT GOALS FROM COLLEGE SEM PLAN
Recruitment
(by target student audiences or overall)
Retention
(by target student
audiences or overall)
Baseline
Total program enrollment (does not include
non‐credential, non‐program enrollment)
2940 in Fall 2015
First‐time, full‐time
freshmen
54% for Fall 2014 to
Fall 2015 (the latest
IPEDS data available)
2016 2985 (1.5% growth – 45 students) 58%
2017 3060 (2.5% growth – 75 students) 60%
2018 3135 (2.5% growth – 75 students) 62%
2019 3215 (2.5% growth – 80 students) 64%
2020 3295 (2.5% growth – 80 students) 67%
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Appendix II
OCTC Capacity Study – Spring 2016
ProgramFall
2000
Fall
2001
Fall
2002
Fall
2003
Fall
2004
Fall
2005
Fall
2006
Fall
2007
Fall
2008
Fall
2009
Fall
2010
Fall
2011
Fall
2012
Fall
2013
Fall
2014
Fall
201510 Yr
Average
3 Yr
AverageOptimum
Enrollment
Agricultural Studies 11 17 21 14 15 16 15 18 17 16 14 14 21 26 30 43 21 33 80HIGH SCHOOL 5 3 2 1 2 5 4 3 13ADULT - Ag Studies 11 17 21 14 15 16 15 13 14 14 13 12 16 19 25 28ADULT - Horticulture 3 2 2
Air Conditioning Technology 28 45 33 25 21 20 23 20 24 27 42 29 31 37 40 33 31 37 40HIGH SCHOOL 3 3 3 4 5 1 3 1 2 2 1ADULT 28 45 33 25 18 17 20 16 19 26 39 29 30 35 38 32
Associate in Fine Arts 9 29 28 22 22 30HIGH SCHOOL 7 7ADULT 2 22 28
Associate in Arts/Undecided 914 1170 969 886 826 808 817 838 862 1089 1216 1302 912 824 756 644 926 741 800HIGH SCHOOL 162 166 253 61 28 37 46ADULT - AA 437 533 515 474 423 413 492 486 513 538 566 648 656 565 479 462ADULT - Undecided 477 637 454 412 403 395 325 352 349 389 484 401 195 231 240 136
Associate in Science 121 173 195 191 177 159 205 185 182 262 305 456 612 575 536 513 383 541 550HIGH SCHOOL 1 1 1 43 43 41 22 20 52 68ADULT 121 172 194 191 177 159 204 185 182 219 262 415 590 555 484 445
Automotive Technology 13 19 14 39 49 34 43 35 57 68 54 50 51 44 65 50 53 80HIGH SCHOOL 21 34 17 21 17 31 40 21 10 7 10 30ADULT 13 0 19 14 18 15 17 22 18 26 28 33 40 44 34 35
Biotechnology 1 2 4 3 40 35 36 33 51 80 87 89 46 85 85HIGH SCHOOL 17 14 12 5 35 61 80 89ADULT 0 0 0 1 0 2 4 3 23 21 24 28 16 19 7 0
Business Administration 233 201 209 179 199 211 159 176 170 205 203 221 224 233 219 178 199 210 225HIGH SCHOOL 1 43 8 5 1 1 9 9 16 20ADULT 233 201 209 178 156 203 154 175 170 205 202 221 215 224 203 158
Computer and Information Technologies 82 111 85 71 86 88 79 66 76 87 105 175 117 136 111 112 106 120 130HIGH SCHOOL 1 25 23 3 1 2 68 3 7 7 18ADULT 81 111 85 71 61 65 76 66 75 87 103 107 114 129 104 94
Computerized Manufacturing and Machining49 45 32 27 36 58 47 36 28 39 30 25 34 35 29 34 34 33 36HIGH SCHOOL 19 36 24 13 10 13 12 4 4 3 2 2ADULT 49 45 32 27 17 22 23 23 18 26 18 21 30 32 27 32
Criminal Justice 57 58 73 82 79 90 76 77 80 95 114 93 86 63 80 62 83 68 75HIGH SCHOOL 1 1 1 3 4 4 14 12ADULT 57 58 72 82 79 90 76 77 80 94 113 90 82 59 66 50ADULT 0 0 12 16 10 14 17 17 20 26 34 31 13 5 3 1
Diesel Technology 5 9 12 23 18 15 9 21 12 21 7 21 22 35 35 20 31 40HIGH SCHOOL 11 6 4 2 15 7 16 4 5 4 6 7ADULT 5 0 9 12 12 12 11 7 6 5 5 3 16 18 29 28
Electrical Technology 73 95 96 82 98 75 86 83 66 106 108 95 106 93 86 104 93 94 100HIGH SCHOOL 1 23 31 35 25 14 12 14 14 7 12 2 5ADULT 73 95 95 82 75 44 51 58 52 94 94 81 99 81 84 99
Emergency Medical Services - Paramedic 6 15 25 30 34 17 17 36 23 23 25ADULT 6 15 25 30 34 17 17 36
Emergency Medical Technician 22 12 13 6 5 11 10 21 5 1 4 9 3 10ADULT 22 12 13 6 5 11 10 21 5 1 4
Fall Enrollment Counts 2000 - 2015 Capacity Study Results
Engineering and Electronics Technology 101 73 47 41 40 47 45 41 52 56 59 45 49 45 47 36 48 43 45HIGH SCHOOL 3 2 10 7 2 2 10 13 4 3 1 1 11 4ADULT 101 70 45 41 30 40 43 39 42 43 55 42 48 44 36 32
Fire/Rescue Science Technology 1 3 7 5 22 33 49 72 76 73 65 56 42 32 52 43 50ADULT 1 3 7 5 22 33 49 72 76 73 65 56 42 32
Healthcare Facilities Leadership 3 33 29 22 22 50ADULT 3 33 29
Human Services 65 47 80 51 45 46 34 47 45 44 65 60 82 98 94 56 63 83 65ADULT 65 47 80 51 45 46 34 47 45 44 65 60 82 98 94 56
Industrial Maintenance Technology 14 17 25 35 40 66 54 67 46 61 54 55 42 67 79 87 61 78 95HIGH SCHOOL 10 17 8 16 10 5 4 3 3 5 17 14ADULT 14 17 25 35 30 49 46 51 36 56 50 52 39 62 62 73
Interdisciplinary Early Childhood Education 35 70 72 76 107 100 71 75 68 71 76 78 87 64 60 50 70 58 75HIGH SCHOOL 27 17 9 6 1 10 8 2 11 2 4 10ADULT 35 70 72 76 80 83 62 69 67 61 68 76 76 62 56 40
Medical Info/Admin Office Technology 58 53 83 78 78 88 85 98 101 105 107 110 119 113 105 100 104 106 100HIGH SCHOOL - AOT 1 5 25 27 28 30 7 2 5 1 1ADULT - AOT 58 53 81 78 73 63 58 70 71 105 100 108 114 68 32 20HIGH SCHOOL - MIT 2 2ADULT - MIT 42 73 77
Nursing 40 38 39 81 109 113 87 125 183 186 155 125 89 86 92 100 123 93 115ADULT 40 38 39 81 109 113 87 125 183 186 155 125 89 86 92 100
Nursing Pending (ADN) 152 223 285 347 386 346 372 415 465 637 696 503 397 368 324 240 442 311 400HIGH SCHOOL 1 1 11 19 17 11 1ADULT 152 223 285 346 385 346 372 415 454 618 679 503 386 368 323 240
Radiography 25 31 38 24 38 30 29 31 28 24 26 26 24 29 24 26 27 26 44ADULT 25 31 38 24 38 30 29 31 28 24 26 26 24 29 24 26
Radiography Pending 59 74 117 139 115 117 117 98 88 108 89 109 102 91 78 66 95 78 125HIGH SCHOOL 4ADULT 59 74 117 139 115 117 117 98 88 108 89 109 98 91 78 66
Surgical Technology 28 51 55 57 15 14 18 16 18 14 17 10 12 14 11 14 14 13 16ADULT 28 51 55 57 15 14 18 16 18 14 17 10 12 14 11 14
Surgical Technology Pending 35 28 43 40 41 52 59 65 55 57 33 34 48 41 50ADULT 35 28 43 40 41 52 59 65 55 57 33 34
Veterinary Technology 11 17 24 17 17 40ADULT 11 17 24
Welding Technology 27 29 27 111 55 49 50 72 80 72 58 61 78 85 66 67 76 85HIGH SCHOOL 78 34 22 31 39 35 26 10 9 21 37 31ADULT 27 0 29 27 33 21 27 19 33 45 46 48 52 57 48 35
2190 2592 2612 2543 2725 2671 2598 2703 2869 3560 3849 3861 3504 3386 3224 2940 3297 3183 366110 Yr
Average
3 Yr
AverageOptimum
Enrollment
3295K. Beardmore 5-3-16 90% of optimum enrollment
Strategic Enrollment Management Plan ‐ Owensboro Community & Technical College
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Appendix III
OCTC Key Enrollment Indicators – 2005‐15 Trends