Strategic Enrollment Management Plan - KCTCS System Office · 2019-11-22 · Community and...

Strategic Enrollment

Management Plan

2016 - 2020

TABLE OF CONTENTS

Mission Statement

BSCTC Profile

Introduction

Recruitment and Retention Committee Membership

Macro Enrollment Goals 2016 - 2020

Key Enrollment Indicators

Strategic Enrollment Management Goals

Goal and Strategy Implementation and Accountability

MISSION AND VISION

Mission Statement

Big Sandy Community and Technical College provides accessible quality educational

opportunities for student success, promotes economic growth and enhances the quality of life of

its constituents.

Commitments:

Add value to the region through excellence in teaching and learning.

Promote regional growth through community, workforce and economic development.

Provide innovative and affordable learning opportunities for academic scholarship and

professional success.

Support civic and cultural vitality to promote quality of place.

Vision Statement

As the region’s premier community and technical college, Big Sandy Community and Technical

College will continue to be recognized as the first choice for higher education; academic

achievement; cultural enrichment; student success; and community, workforce and economic

development.

Values

Continuous Improvement

Intellectual Pursuit

Relevance

Respect

Responsiveness

Sustainable Use of Resources

Transparency

Priorities

Innovative Teaching and Learning

Academic Support and Resources

Student Development Services

Partnerships, Support and Relationships

BSCTC Themes

1. Raise the level of educational attainment in the Commonwealth by positioning BSCTC as

the first-choice for accessible, affordable and relevant higher education and community,

workforce and economic development in our region.

2. Increase BSCTC student access and success with particular emphasis among the

underserved populations of this region.

3. Develop clear and relevant career pathways through all levels of postsecondary education

with experiential learning opportunities and associated services that lead to successful

employment outcomes.

4. Improve student engagement, support, experiences, and success with academic and

student services to make eastern Kentucky competitive in a Global Economy.

5. Build relationships with all stakeholders to enhance communication and collaboration

that aligns the BSCTC mission, programs and curriculum with community, workforce

and economic development needs.

6. Aggressively pursue external funding to expand the college’s capacity and become the

premier economic development engine in eastern Kentucky.

7. Promote active involvement in cultural and environmental activities to improve, protect

and sustain our community.

BSCTC PROFILE

About the College

Big Sandy Community and Technical College is an institution of higher learning steeped in

history and highly recognized for its outstanding service to its citizens and communities. BSCTC

was established in (2003) when Prestonsburg Community College (1964) and Mayo Technical

College (1938) merged to form a community and technical college within the Kentucky

Community and Technical College System (KCTCS). The College provides outstanding

educational and workforce development opportunities to the citizens of Eastern Kentucky and

beyond. Along with an enriched curriculum that is student focused, BSCTC encourages inclusion

while enhancing the overall educational experience. The College is proud to be a melting pot of

students with varied cultures, goals and values.

BSCTC recognizes and celebrates 25 diverse academic and technical programs on four campuses

(Hager Hill, Mayo, Pikeville and Prestonsburg) while serving a five-county service area that

includes Floyd, Johnson, Martin, Magoffin and Pike counties. Approximately 200 credentials are

available including Associate of Arts, Associate of Science, Associate of Applied Science as

well as multiple diplomas and certificates.

Always a significant provider of civic, cultural, and educational opportunities in Eastern

Kentucky, BSCTC continues to expand its community outreach. To that end, the College is

committed to a recruitment and retention plan clearly linked to its mission and vision and

uniquely designed to address the needs of the region.

INTRODUCTION

A rigorous recruitment and retention plan is paramount to the fulfillment of the mission and

vision of BSCTC. A relevant recruitment and retention plan must focus on the educational and

economic needs of the citizenry it serves. County Profiles for 2015 provided by the Kentucky

Center for Education and Workforce Statistics clearly demonstrate the need for community

outreach throughout the College’s five-county service area consisting of Floyd, Johnson,

Magoffin, Martin and Pike counties.

A review of the County Profile data indicates the percentage of the population who has attained a

high school diploma or equivalent (without attaining higher education credits) in each county is

as follows: Floyd 34.2%, Johnson 40.6%, Magoffin 35.8%, Martin 35.1%, and Pike 36.3. This

category represents a portion of the population who can benefit from the postsecondary

educational opportunities provided by BSCTC. Those residents who have some college but no

degree may also benefit from these opportunities. The five-county percentages in this category

range from 17.0% to 21.3%.

The diminishing economic state of the region is reflected in the County Profiles. A review of the

data lists the median household income in each of the service counties as being well below the

Kentucky median household income level of $43,036. The median household income level for

Floyd County is $30,476; Johnson County, $34,090; Magoffin County, $26,877; Martin County,

$26,261, and Pike County, $32,961. The percentage of the population living in poverty in each

county exceeds the Kentucky percentage of 18.8 percent. The poverty percentage for Floyd

County is 28.9%; Johnson County, 24.3%; Magoffin County, 28.6%; Martin County, 35.1%, and

Pike County, 23.4%.

Considering the number of residents who can benefit from the availability of an affordable local

postsecondary institution and in response to the economic needs of Eastern Kentucky, the

College is dedicated to the development and implementation of a dynamic recruitment and

retention plan. At this time, BSCTC is in an excellent position to serve as an impetus to

expanded educational pursuits and to economic growth in the region.

RECRUITMENT AND RETENTION

COMMITTEE MEMBERSHIP

Recruitment Committee:

Ball, Josh Director of Public Relations

Cantrell, Etta Faculty, Learn on Demand

Carroll, John Faculty

Cole, Billie Jean Co-Chair Director of Enrollment Management

Hall, Laura Faculty

Hicks, Jeff Faculty, Counselor, Interim Registrar

Lewis, Lori Faculty

Loftus, Bill Faculty

Miller, Kitty Faculty

Pennington, Rosella Financial Aid Student Affairs Assistant III

Saad, Sandra Faculty

Terry, Tina Coordinator Student Activities / Retention

Judith, Valade Co-Chair Faculty

Wallen, Mary Faculty

Retention Committee:

Bays, Leslie Counselor

Chafin, Susan Co-Chair Director of Advising

Cole, Elizabeth Counselor

DeRossett, Kimberly Faculty

Dove, Bonita Co-Chair Admissions Advisor

Haney, Randall Faculty

Harless, Kay Faculty

Jackson, Patsy Coordinator for the Associate Degree of Nursing Program

Maynard, Julia Admissions Advisor

Pixley, Jane Faculty

Vanhoose, Charles Faculty

Steering Committee:

Chafin, Susan Director of Advising

Cole, Billie Jean Director of Enrollment Management

Daniel, Chris DSS Data Officer

Dove, Bonita Admissions Advisor, Co-Chair Retention Committee

Valade, Judith Faculty, Co-Chair Recruitment Committee

Wright, Jimmy Dean of Students, SEM Chair

MACRO ENROLLMENT

And

RETENTION GOALS

2016 - 2020

Semester Enrollment Goal

Fall 2015 4,997

Fall 2016 5,047

Fall 2017 5,097

Fall 2018 5,148

Fall 2019 5,199

Fall 2020 5,251

BSCTC SEM PLAN PERCENTAGE GOALS

Recruitment

(by target student audiences or overall)

Retention

(by target student audiences or overall)

2016 1 percent increase 3 percent increase





KEY ENROLLMENT INDICATORS

a. Secondary school enrollment within the BSCTC service area

b. Retention / persistence rates

i. First-year to second-year retention

ii. Credential completion

c. Developmental education course progression

d. Success rate in transitioning from developmental to general education courses

e. Number of students on academic probation

f. Number of students on academic suspension

g. Number of students on financial aid suspension (SAP)

h. Number of students completing an AA/AS degree within sixty-one credit hours

STRATEGIC ENROLLMENT MANAGEMENT

GOALS

Recruitment / Marketing

Goal 1. Increase enrollment of Adult Learners by 32% from 125 adult students enrolled in the

2015 Fall Semester to 165 enrolled in the 2020 Fall Semester.

Goal 2. Implement two marketing campaigns concentrating on the fourteen public secondary

schools within the BSCTC five-county service area.

Goal 3. Maintain the 30% enrollment benchmark of high school graduates within the service

area which also includes enrollment of the diverse population of our region. Ensure Big Sandy

Community and Technical College recruitment goals meet/exceed the Council of Postsecondary

Education (CPE) goals toward a diverse student body for the College.

Retention

Goal 1. Increase by 10 percent the retention rate for credential-seeking students from Fall

2016/Fall 2017 to Fall 2019/Fall 2020 using Fall 2014/Fall 2015 as the baseline.

Goal 2. Increase by 8 percent the Persistence Rate for credential-seeking students from 2016 to

2020 using 2015 as the baseline. While working to ensure Big Sandy Community and Technical

College retention goals meet/exceed the Council of Postsecondary Education (CPE) goals toward

a diverse student body for the College.

Goal 3. Increase by 8 percent the number of credentials awarded from 2016-2017 academic year

to 2020-2021 academic year using 2015-2016 academic year as the baseline.

GOAL AND STRATEGY IMPLEMENTATION

AND ACCOUNTABILITY

RECRUITMENT AND MARKETING

Goal # 1: Increase enrollment of Adult Learners by 32% from 125 adult students enrolled in

the 2015 Fall Semester to 165 enrolled in the 2020 Fall Semester.

Strategy # 1: Provide FAFSA workshops and FAFSA information at the Pike and Floyd

County KY Career Centers.

Lead Person: Cathy Hurd-Crank, Financial Aid Director

Additional Staff: Financial Aid Staff

Enrollment Staff

Public Relations Staff

Action Steps

Step # Action Step Description Timeline for

Implementation

Person

Responsible

1 Conduct financial aid workshops and presentations

biannually to Pike and Floyd County KY Career

Center locations

Fall 2016 Cathy Hurd-Crank,

Financial Aid

Director

2 Communicate availability of workshops to the

service area and campus community

Fall 2016 Josh Ball,

Director of Public

Relations

Strategy # 2: Conduct Town Hall meetings in each county within the BSCTC service area to

promote college programs, supportive services and enrollment.

Lead Person: Josh Ball, Director of Public Relations

Additional Staff: Myra Elliott, Academic Dean


Faculty

Financial Aid Staff

Enrollment Staff

Workforce Solutions

Action Steps


Implementation

Person

Responsible

1 Assign and lead a committee to develop the

proposal for implementation of Town Hall

meetings in the service area

2016-2017 Josh Ball,

Director of

Public Relations

2 Coordinate one Town Hall event in each county

within service area


Director of

Public Relations

3 Communicate scheduled Town Hall meetings to

campus community and service area


Director of

Public Relations

Strategy # 3: Design an Evening/Weekend schedule of classes to attract prospective students

interested in an alternative course schedule.

Lead Person: Myra Elliott, Academic Dean

Additional Staff: Faculty

Public Relations Department

Action Steps


Implementation

Person

Responsible

1 Assign and lead a committee to research and

develop an evening/weekend class schedule

2016-2017 Myra Elliott,

Academic Dean

2 Begin implementation of Evening/Weekend classes Fall 2018 Myra Elliott,

Academic Dean

3 Communicate the expansion of the class schedule

to include evenings and weekends to college

community and service area

Spring/Summer

2018

Josh Ball,

Director of

Public Relations

Strategy # 4: Design an incentive opportunity to encourage BSCTC non-completers to re-

enroll to complete credentials.


Additional Staff: President’s Leadership Cabinet

Michelle Meek, Chief Business Officer


Registrar

Action Steps


Implementation

Person

Responsible

1 Assign and lead a committee to research re-

enrollment tactics for non-completers and provide

a report of committee recommendations to the

President’s Leadership Cabinet

2016-2017 Myra Elliott,

Academic Dean

2 Identify non-completer students in good standing

with at minimum thirty credit hours

2016-2017 Registrar

3 Implement incentive opportunity to non-completers

to re-enroll at BSCTC

2017-2018 President’s

Leadership

Cabinet

4 Communicate the incentive opportunity to non-

completers to re-enroll at BSCTC

Spring/Summer

2017

Josh Ball,

Director of

Public Relations

Recruitment and Marketing Goal # 1 Measurement

Metric Frequency of

Measurement

Reported to

Whom

Expected

Outcome

Data Used for

Measurement

Location of

Data/System

Official Data

for Enrollment

Annual

Through 2020

President’s

Leadership

Cabinet

32% Increase

from Fall 2015

Baseline to Fall

2020

DSS Report:

First-Time

Students

Enrolled

(Filtered by

KCTCS

Adult Learner

Age Range

25+)

Goal # 2: Implement two marketing campaigns concentrating on the fourteen public secondary

schools within the BSCTC five-county service area.

Strategy # 1: Utilize Social Media to increase outreach with secondary schools in the BSCTC

service area.


Additional Staff: Public Relations Staff

Enrollment Staff

Fine Arts Staff

Action Steps


Implementation

Person

Responsible

1 Develop a social media marketing strategy

targeting secondary schools utilizing Facebook,

Twitter, and emerging social media trends relating

to the teenage audience


Director of

Public Relations

2 Implement secondary school social media

marketing strategy


Director of

Public Relations

3 Communicate marketing strategies to the campus

community


Director of

Public Relations

Strategy # 2: Complete in excess of 500 positive media impressions within the BSCTC five-

county service area specifically related to secondary schools.


Additional Staff: Public Relations Staff

Enrollment Staff

Faculty

Fine Arts Staff/Big Sandy Singers

Action Steps


Implementation

Person

Responsible

1 Media impressions will include faculty and staff

recruitment activities, secondary sporting events,

Big Sandy Idol high school competitions/regional

competition, secondary school academic

achievements as well as additional secondary

school system activities


Director of

Public Relations

2 Communicate new marketing strategies to the

campus community


Director of

Public Relations


Metric Frequency of

Measurement

Reported to

Whom

Expected

Outcome

Data Used for

Measurement

Location of

Data/System

Official Data

for Public

Relations

Annual

Through 2020

President’s

Leadership

Cabinet

Implement

Two

Marketing

Campaigns

Annually

Directed to

Secondary

Schools

Positive Media

Annual Data

Report

BSCTC

Through Fall

2020

Goal # 3: Maintain the 30% enrollment benchmark of high school graduates within the service

area which also includes enrollment of the diverse population of our region.

Strategy # 1: Partner with public secondary schools within the BSCTC five-county service

area to host a ‘Big Sandy Day’ event for high school students.

Lead Person: Jimmy Wright, Academic Dean

Additional Staff: Billie Jean Cole, Director of Enrollment Management

Kelli Hall, Dean of Career Education and Workforce Development

Enrollment Staff

Financial Aid Staff


Workforce Solutions

Faculty

Action Steps


Implementation

Person

Responsible

1 A committee will be assigned to develop a plan to

conduct ‘Big Sandy Day’ events at each public

secondary school within the service area

2016-2017 Jimmy Wright,

Dean of Students

Kelli Hall, Dean

of Career

Education and

Workforce

Development

2 A team will be assigned to conduct ‘Big Sandy

Day’ events at public secondary schools

Spring 2017 Jimmy Wright,

Dean of Students

Kelli Hall, Dean

of Career

Education and

Workforce

Development

3 Implement ‘Big Sandy Day’ events at secondary

schools within the service area


Dean of Students

Kelli Hall, Dean

of Career

Education and

Workforce

Development

4 Communicate expanded recruitment strategy to

college community


Director of

Public Relations

Strategy # 2: Hold FAFSA Workshops at secondary schools within the BSCTC five-county

service area.

Lead Person: Cathy Hurd-Crank, Financial Aid Director

Additional Staff: Financial Aid Staff

Enrollment Staff

Action Steps


Implementation

Person

Responsible

1 In response to the change relating to earlier FAFSA

application completion beginning fall 2016, send

secondary schools an email and mail invitation to

schedule FAFSA workshops or presentations

during the fall 2016 semester

September 2016 Cathy Hurd-

Crank, Financial

Aid Director

2 Send invitations to secondary schools annually to

schedule FAFSA Workshops for the upcoming fall

semester

Spring 2017 Cathy Hurd-

Crank, Financial

Aid Director

3 Communicate availability of FAFSA workshops

conducted at secondary schools to campus



Director of

Public Relations

Strategy # 3: Host an evening recruitment event at a large venue within the five-county

service area showcasing BSCTC academic programs, financial aid, and support services.

Lead Person: Jimmy Wright, Dean of Students

Myra Elliott, Academic Dean


Additional Staff: Student Affairs Department

Faculty


Workforce Solutions

Clayton Case, Director of Fine Arts

Big Sandy Singers

Maintenance and Operations

Action Steps


Implementation

Person

Responsible

1 Lead a committee tasked with developing a plan

for implementing an evening recruitment event

showcasing BSCTC


Dean of Students

Myra Elliott,

Academic Dean

Kelli Hall, Dean

of Career

Education and

Workforce

Development

2 Host an evening recruitment event at a large venue

showcasing BSCTC academic opportunities

Fall 2018 Jimmy Wright,

Dean of Students

Myra Elliott,

Academic Dean

Kelli Hall, Dean

of Career

Education and

Workforce

Development

3 Communicate evening recruitment event to campus



Director of

Public Relations


Metric Frequency of

Measurement

Reported to

Whom

Expected

Outcome

Data Used for

Measurement

Location of

Data/System

Official

Enrollment

Data

Annual

Through 2020

President’s

Leadership

Cabinet

Maintain 30%

Enrollment

Benchmark of

High School

Graduates

PS First Time

Enrollees

KCTCS

RETENTION

Goal # 1: Increase by 8 percent the retention rate for credential-seeking students from Fall

2016/Fall 2017 to Fall 2019/Fall 2020 using Fall 2014/Fall 2015 as the baseline.

Strategy # 1: KCTCS implementation of Regent 8 software for financial aid packaging.


Additional Staff: Cathy Hurd-Crank, Director of Financial Aid

Financial Aid Staff

Action Steps


Implementation

Person

Responsible

1 Phase I – Implementation Verification for 2017-

2018

Fall 2016 Jimmy Wright

Dean of Students

2 Phase II – Award Aid for 2017-2018 Spring 2017 Jimmy Wright,

Dean of Students

3 Phase III – Disbursement of Aid and Program

Reconciliation


Dean of Students

4 Communicate rollout of Region 8 software to

college community


Dean of Students

Strategy # 2: Establish and publish policy deadlines regarding advising, scheduling, and

financial aid in order to positively impact student enrollment and the academic experience.


Additional Staff: President’s Leadership Cabinet

Action Steps


Implementation

Person

Responsible

1 Solicit advising deadlines, scheduling deadlines for

Spring 2017 and continue on a yearly basis

Fall 2016 Susan Chafin,

Director of

Advising

2 Solicit financial aid deadlines for Spring 2017 and

continue on a yearly basis

Fall 2016 Cathy Hurd-

Crank, Director

of Financial Aid

3 Submit schedule of deadlines to the President’s

Leadership Cabinet for review and approval

annually


Dean of Students

4 Submit approved schedule of deadlines to

PR/Marketing for publication annually


Director of

Public Relations

5 Communicate approved schedule of deadlines to

campus community including students


Dean of Students

Retention Goal # 1 Measurement

Metric Frequency of

Measurement

Reported to

Whom

Expected

Outcome

Data Used for

Measurement

Location of

Data/System

Official Data

for Retention

Annual

through 2020

President’s

Cabinet

8% increase

from 2015

baseline to

Fall 2020

Student type:

Credential

Seeking

CPE

Goal # 2: Increase by 8 percent the Persistence Rate for credential-seeking students from 2016

to 2020 using 2015 as the baseline.

Strategy # 1: Align course delivery in first year experience course to ensure first-time

freshmen receive consistent course content.



Additional Staff: Faculty teaching first year experience course

Action Steps


Implementation

Person

Responsible

1 Meet with first year experience faculty to reinforce

consistency regarding course content

Fall 2016 Myra Elliott,

Academic Dean

2 Enhance course content to include career

choice/course pathway

Spring 2017 Faculty

3 Communicate First Year Experience course

delivery alignment to all instructors teaching FYE

105

Fall 2016 Myra Elliott,

Academic Dean

Strategy # 2: Provide career exploration opportunities to students.


Additional Staff: Student Services

Counseling Services

Faculty

Action Steps


Implementation

Person

Responsible

1 Establish a Career and Transfer Center Spring 2018 Jimmy Wright,

Dean of Students

2 Communicate plans to establish a career and

transfer center to college community


Dean of Students


Metric Frequency of

Measurement

Reported to

Whom

Expected

Outcome

Data Used for

Measurement

Location of

Data/System

KCTCS

Database

Annually President’s

Leadership

Cabinet

8% increase

from 2015

baseline to

Fall 2020

Yearly

Persistence

Data (percent

of fall/summer

first-time

credential-

seeking

students who

have earned a

credential,

transferred to

four-year

institution, or

are still

KCTCS

enrolled at the

end of three

years)

Goal # 3: Increase by 8 percent the number of credentials awarded from 2016-2017 academic

year to 2020-2021 academic year using 2015-2016 academic year as the baseline.

Strategy # 1: Improve advising practices and processes.


Additional Staff: Susan Chafin, Director of Advising

Myra Elliott, Academic Dean


Faculty

Action Steps


Implementation

Person

Responsible

1 Form a SAP Task Force to enhance the current

process


Dean of Students

2 Implement SAP Task Force plan Spring 2017 Jimmy Wright,

Dean of Students

3 Coordinate with Academic Deans to provide

intensive advising faculty training by related

programs areas


Director of

Advising

4 Network with TMI to expand advising training Fall 2016 Susan Chafin,

Director of

Advising

5 Communicate plans to create a SAP Taskforce to

college community


Dean of Students

6 Communicate availability of and schedule of

advising training


Director of

Advising


Metric Frequency of

Measurement

Reported to

Whom

Expected

Outcome

Data Used for

Measurement

Location of

Data/System

KCTCS Fact

Book

Annually President’s

Cabinet 8 percent

increase from

2016-2017

academic

year to 2020-

2021

academic

year using

2015-2016

academic

year as the

baseline

Data from Fact

Book Table

reporting

number of

credentials

awarded

KCTCS

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